A lack of transparency, limited collaboration, and ineffective accountability. These issues often lead to miscommunication, inefficiencies, and hindered progress in projects.
In this week’s episode of Construction Genius, Adam Stark Co-Founder of Jet.Build shares insights on how to tackle these challenges and transform the construction industry.
Adam’s approach to project management is shaped by his background in the Israeli Defense Forces (IDF) Special Forces and his experience in construction.
Areas that we cover include:
- The influence of military experience in construction:
- Structure and accountability: Military service teaches individuals to be structured and accountable for themselves.
- Accountability in extremes: The ability to handle extreme situations and remain calm can help make decisions in stressful construction environments.
- Communication: Exposure to various people and environments in the military helps develop communication skills essential for construction project management.
- Overcoming the limitations of the military mindset:
- Separation of military and civilian life: Recognizing the difference between the two is crucial for adapting to the construction industry.
- Rigidity: Learning to be more flexible is essential when working in the civilian sector, especially in construction.
- Developing effective project managers:
- Provide a supportive structure: Ensure there is a clear structure for the new project manager to follow and achieve their goals.
- Shadowing: Encourage shadowing experienced project managers to gain exposure to different aspects of the job and gradually assign new responsibilities.
Watch the episode here
Listen to the podcast here
The Accountability Bottom Line: More Production, More Profit! With Adam Stark
Accountability is critical to the success of every single construction project. In order for that accountability to work between the contractor, the owner, the subcontractors, and the project partners, there must be transparency. My guest is Adam Stark. Adam is a Founder of Jet.Build. Along with his co-founder, Adam has recognized inefficiencies in the construction management process based on his years of experience as a practitioner of construction management.
Before his career in real estate, Adam served in the Israeli Defense Special Forces and obtained a Bachelor’s degree from Northeastern University and an MBA from New York University. I mentioned that because, in our discussion, we begin with an overview of this idea of accountability and how it has to be driven and committed to by all players in a construction project.
We take a very interesting turn later on in the interview, and you need to stick around to make sure that you get this into Adam’s experience in the IDF, in the Israeli Defense Force, and how that has influenced the way that he functions in the construction industry. We talk about learning accountability in extreme circumstances, the skills of communication across teams that he learned in the IDF, as well as the importance of structure.
We talk about what does and what doesn’t translate into the construction field from his experience in the Special Forces. We take a deep dive into how to use concepts of developing people from someone who comes in as a raw recruit to someone who’s an effective personnel person. How do we use those kinds of concepts in developing talent in our construction company? The conversation is wide-ranging. That’s what I’m getting to here. I want you to read each part because each one can give you great takeaways to help you to be more successful as a construction company owner and leader. Check out my conversation here with Adam. I know you’re going to enjoy it. Share it with other people that you think will benefit. Thank you for tuning in to the show.
Adam, welcome to the show.
Thanks so much for having me. It’s great to be here.
It’s a pleasure. It’s so interesting. I was having a conversation with a large general contractor and they were asking me to dive into the need to create a sense of momentum in their projects. A lot of the project managers are struggling with that at the moment. We began to talk about accountability, and I know that’s a topic that you’re very passionate about. I’d like to dive into the link between accountability and successful construction projects. In your mind, what is a good definition of accountability?
This is a great topic and this is the thesis of why we created Jet.Build. For me, the definition of accountability will be transparency, first and foremost, across all project stakeholders. What that means is the ability to quickly look and understand who is responsible for what across the project.
Transparency and accountability are linked together. That can be a challenge many times because it immediately makes me think of conversations I’ve had with contractors where we’re making sausage over here and we don’t necessarily want the client to see exactly how we’re making the sausage. We want to present them with the sausage. How does someone navigate that tension there?
There are certainly nuances as it relates to what kind of access or exposure you want different teams to have. There’s a fine line in terms of what the, let’s say, the owner should be seeing, the design teams should be seeing and the contracting team should be seeing. In a simplistic way of controlling that environment and allowing everybody to dive into their micro-responsibilities is an access control technology. That would be my means of answering that in a simple way.
It’s interesting though because you immediately linked accountability with transparency, and I wasn’t anticipating you going that way. Tell me a little bit more about transparency in construction.
As we all know, there are multiple companies involved in a construction project. The necessity for collaboration needs to happen, and that means everything from bill logistics coming in from external companies that have no involvement on the job site to contracting teams all coming from different companies to design teams working from their offices and builders from their offices. You keep going and going there where there’s a job site necessity for collaboration, an offsite necessity for collaboration, and for all of these components to combine.
In that area of combining accountability and responsibilities, if transparency exists, then everybody knows who to reference when needed. Everyone knows who to look to when the project is being bottlenecked or if the next steps need to occur. Transparency across the companies is relevant when needing to understand how it’s impacting what you’re doing and vice versa.
Let’s say I have that transparency and I’m building a project. I’m a project manager. Let’s say I’m a general contractor. I understand which one of my subs is not delivering on their promises or I understand how there’s an outstanding change order that I need to negotiate with my owner. Let’s ask this question. Why do we struggle so much with accountability even when we have all of the data that we need to see what’s going on in the project?
First and foremost, I’d like to give us in the industry a little bit of credit and slack in that crazy response that I gave, which is to recognize that it’s pretty unique to other industries. Think of where we do have to collaborate across so many companies also from job sites to offices in what is not necessarily safe environments, which is logistic heavy, which also has an impact from, let’s say weather. There are lots of uncontrolled factors, different companies are involved, and different departments. First and foremost, it’s cutting some slack there.
Secondly, in recognizing that, we’re seeing that there’s complexity involved with obtaining accountability and productivity across all of these stakeholders. At Jet.Build, what we’d like to provide teams is this essential layer of accountability. It’s to say, “There are functions that are going to happen no matter what across a project on a basic level.” You have a middle process, schedules, budget, file sharing, drawing sharing, etc. Why don’t we cover this in a simple way that everybody can understand?
If you use a smartphone, for example, you should be able to understand this. Therefore, let’s start with this baseline and cover this need for transparency across teams to the degree that’s relevant, like permission setting, which then allows for accountability across those teams as well. That will then allow for better productivity. It’s trying to attack it from that baseline.
In your experience working in the industry, you got your subs, your owner, your contractor, your general contractor, where should accountability begin in terms of making sure that it’s as effective as possible? Sometimes subs feel like some of this accountability is out of their control. Maybe they got their act together, but the GC is out of control. Where should it lie, to begin with?
I came from the perspective of the developer and the owner. My role was to be very active on job sites. I was basically the point person for the accountability across all stakeholders, which is why I’m coming in at this angle of recognizing all teams need involvement. I’m going to place the responsibility on the owner. The reason that I say that is the owner is the one hiring all of these teams. The owner is the one who needs to say to design teams, lenders, or whoever it may be, “We all need to respond to the timeframe that allows for the success of the project that allows for teams to continue on their roles.”
The immediate problem that I see with that many times is owners have unrealistic expectations. They have a project that’s being built and all of a sudden, they think, “I want it done differently. Now I’m going to bring the change to the table and expect the general contractor to bend over backwards and not give me any additional money.” I know I’m painting with broad strokes there, but I think the audience can relate.
As a general contractor, what do I need to do as I begin to work, particularly with a new owner, to establish lines of communication and accountability that will ensure that regardless of how the project goes in terms of changes and the ups and downs, I can maintain a healthy relationship with all the project stakeholders?
What we are trying to do and what I tried to do when I was working in the industry was eliminate that finger-pointing game. There needs to be an awareness from all sides that this element of finger-pointing and pushing people to the extent that they can’t perform because it’s unrealistic. It quite literally helps no one to have boundaries of what’s possible. In establishing boundaries of what’s possible, this collaborative platform and transparency allow for that to occur.
Tackling this baseline element where you can establish who’s responsible for what and when, and then when responsibilities change or when they’re bottleneck, how that impacts everyone. Back to that concept of transparency. If owners can see that and how their decisions are impacting their project, schedule, and budget, that could end up naturally organically assisting the contracting team.
Tell me a little bit more about what you mean by the boundaries of what’s possible.
In terms of if a developer has the ability to see logistics behind it, it doesn’t have to be to a micro level. It could even be macro-scheduling, like macro-proposals of budgets. If they can understand and see how their decisions will, in a proactive manner, affect downstream of the project, then that will cause hesitation and may be unachievable for any realm of realistic reality. What I mean by that is if there is this level of transparency, then a contractor could combine or have support from design teams because they’re also going to be impacted. Reflect on what a change would look like as it relates to a schedule and budget and then allows a developer to make that decision thereafter.
What do you think a reporting rhythm and meeting rhythm should a project be in order to ensure that this level of transparency, accountability, and communication is maintained?
It surprises me whenever I have a discussion with a developer who is a very hands-off type of developer, and they don’t have the context of what’s going on their job sites aside from maybe a monthly report. I would say that’s not great. I’m used to the perspective of being literally every single day on a job site and having that understanding so that these issues or friction points don’t occur. Reactions and decisions could be made by understanding what’s happening in reality and how performance is being achieved. I would suggest, at a minimum, twice a week to understand the nuances of what’s happening on a project.
Would you recommend that’s in-person or are we doing a combination of in-person and Zoom? What’s up with that?
I definitely think in-person is better. We’re very much a relationship-based industry. We’re talking about manual work. It’s important to show face, as we call it, as the saying goes. With that said, there are obviously times when builders are doing projects in different states and maybe that’s not accessible for the literal owner. I would suggest, in those cases, hire a representative for you who’s going to be there more frequently. I definitely think on-site is super important. A minimum or twice a week, if not more.
Give us a 30-second synopsis of your career because this will help us with the questions I want to ask here real quick.
I started off as a project manager rep for a developer in New York City. It was a role to be on job sites every day and ensure that accountability exists across all of the project stakeholders. I was doing that for about seven years and came to abilities of managing projects in its entirety, everything from bringing on contracting teams and design teams to reporting to lenders. I was very much that point person about what we were talking about. It’s understand how this ecosystem of the process of operations works and how project success occurs.
Give me more of the developer owner’s perspective. Where do general contractors drop the ball the most?
I would suggest, based on what we said, a developer is not showing up on site enough to understand what’s happening and shift the dynamic accordingly. Dropping the ball could be things from not having collaborative scheduling for their subs occur in an effective way. If logistic issues happen, which are not always a contractor’s fault, but the developer, if they’re not on-site every day, they’re not seeing that and understanding that. That obviously then creates a domino effect of madness. The ball that gets dropped is the scheduling piece. Beyond scheduling, I would say that it’s out of control, which is logistics. Coming from New York City, the logistics element was something that very frequently happened.
It’s interesting there. Let’s say I’m a general contractor. I’ve contracted with an owner who is a little bit hands-off and yet demanding. They swoop-in and then they swoop-out. I’m like, “This changes everything.” My first piece of advice is don’t work with those types of folks but let’s say I am working with them and I have a contract and therefore, I’m committed. What steps can I immediately take as a contractor to begin to try and modify the behavior of the owner?
Not to be annoying here, but it’s the thesis of Jet.Build. You have a platform that is allowing the developer the opportunity to have insight into what’s happening, but then also allows for the contractor to report to the developer in a simplistic manner. If you have a central product or software that assists you in all of your collaborative and operation aspects, it also will provide very clean and simple data to then report to the developer to bridge that gap that might exist.
In your experience, what are the 1 or 2 things that general contractors don’t say to owners and developers that they need to say?
I think realities. You should not be afraid to speak reality. Don’t say yes to everything if it can’t be accomplished. That puts you in a hole down the line for that project.You should not be afraid to speak reality. Don't say yes to everything if it can't be accomplished. That puts you in a hole down the line for that project. Click To Tweet
Here I am, I’m a general contractor. I’ve got a relatively new project manager on site and perhaps their inclination is to say yes. The owner comes in, a dude or a dudette, and they’ve got power and I’m going to say yes. How can I train my project managers when to say no and to say it in such a way that they don’t alienate the relationship with the owner?
It’s quite simple. If you’re not sure, say, “I’m not sure. I’m going to check and I’ll get back to you the same day.” If you have pressure in terms of timing and need to respond, say, “I’ll get back to you later today.”
Create that buffer so that they can consult back with their leaders and make sure that they’re all on the same page with the answer. Let’s go even a layer deeper. I have in my mind a subcontractor, a friend of mine, or a company that I’ve worked with for decades now, and they have this phrase in their head, “We run the job.” They’re a framing contractor.
The reality is that they’ve got a whole bunch of other stuff going on around them, but they view it as, “I’m going to work with the general contractor. I’m going to let them know what my scope is and how that’s going to fit in with the overall execution of the project and where I’m coming in. I’m going to do my very best to even negotiate with the other subs so that we get to get our stuff in a way that makes money for us, but then also benefits the project.” Let’s say I’m a sub and I’m looking up at the GC and the GC doesn’t have their act together. The owner is out of control. As a sub, what do I do then?
That’s a tough situation. I’ll say two things. One is if you’re working with a very difficult owner, then you’re in a tough spot because that would probably mean the owner is not active on the job site and doesn’t see what’s happening. They’ll point fingers. If you happen to be working with a developer who is hands-on and who is supportive of their own project, thus being supportive of everyone, then I would say it’s very likely that the developer recognizes that.
I don’t know if the right thing to do would be to go directly to the developer. It would be strange to me if the developer wasn’t aware and adjusting however they can accordingly. What I mean by that is if I were in the developer’s shoes and I saw that scenario, meaning I see my subs performing for my GC being a bottleneck, then I would, quite frankly, take matters in my own hands as much as I could, as much as contract allows, and as much as communication that I have directly to the subs. I would try to circumvent the GC as much as possible, to be honest.
It’s establishing the relationship with the owner directly and allowing that to influence the project.
In this ideal world, as we talked about, the owner is on-site. If the owner is on-site, you as a sub have the opportunity to meet the owner and you should and naturally. The owner being on-site, you performing will become very obvious.
We’re recording this in 2023 and COVID is over. Contractors weren’t impacted by it in terms of their ability to go and work, but perhaps they’re working with owners, architects, or engineers who are still in this either a hybrid environment or a remote environment. They’re reluctant to come onto the job site or they’re not used to coming on the job site. There’s this friction that can’t be overcome. Do you have any tips or insights into how an in-person on-site team works with that remote team?
In my head, I realized a great answer. I know you had an episode with contracts. I would suggest you bake that into your contract. Bake into your contract is a necessity for site visits. I think that’s important, regardless of COVID, it’s a bust. Bake it in.
Be proactive and say, “If we’re going to build this project, if you guys want it on time and on budget with the quality that you want, you’ve got to be on site. We are not going to accept the remote work thing. You must be on-site and we’re going to put that into the contract.”
I’d even suggest if you want a negotiation piece for yourself, start with every day and let them negotiate you down to 2 to 3 days.
I like the fact that you’re at 2 to 3 days because some owners might be thinking, “I’ll show up at the project meeting once a week.” Everyone is nodding their head and going through the motions. It’s interesting because I do think that owners bear a ton of responsibility here to make sure that their projects are moving forward in the way that they want. That does require them to be much more involved than perhaps they think.
I’m frustrated that I’m blanking on the source of this, but several articles are reflecting exactly what you said in terms of project success, when an owner is more involved versus less involved project success when an owner is taking leadership roles, etc. I’ll try to find that and send it to you.
I want to take a little personal pivot here. I know before you started your career in real estate, you served IDF. Is that the Israeli Defense Force?
Tell the audience a little bit about that because you were in the Special Forces, is that right?
Can you speak to that at all in terms of how that’s informed your experience in construction and how you found that useful?
My co-founder was in Airborne. I was in a Special Forces unit within Airborne. My co-founder was in Brigades of Airborne, so paratroopers. We served at the same time in the same division. He was in Brigades. I was in National Forces. Beyond that, in terms of very translation into business, I’d love to join efforts or say this gospel of that should very much be considered as experience. That goes for quite literally any type of business or role.
The reason I say that is on a very macro scale, what it does for you is a bevy of things. One is it teaches you how to be structured and accountable for yourself. Second, as long as you’re able to come out of it and have positive takeaways psychologically, it teaches you accountability in extremes. What that means is, for me, I know what I recognized when I ended up in real estate development on construction job sites is that when issues were occurring all the time, because naturally, they happen, it’s less stressful.
What you’re used to is way more extreme than that. That scenario could occur in any industry where a stressful scenario happens in the office space. How do you react to that? How do you remain in a calm state to be able to make a good decision to move forward? In that capacity, it’s very helpful. Another capacity that it helps in communication with people that you weren’t necessarily communicating with or around. It exposes you to a lot of different people and environments. You have to learn and understand how to communicate to anyone in a bevy of environments. There are lots of macro ways that support you as an individual and in your professional career as well.
Let me summarize that. It’s the idea of having a structured environment and understanding how a structure works and the idea of accountability in extremes. I like that. That was good. Communicating with a variety of different people. It’s interesting. Help me if I’m wrong here. Imagine in Special Forces, you have a very precise goal that you’re looking to achieve. In order to achieve that goal, you do require support from a variety of different outside sources. Is that correct?
There are a lot of different scenarios. Something that does a great job of summarizing the connectivity between Special Forces and businesses is this book called Team of Teams. I highly recommend that. They talk about how allowing special operations teams, in particular, to be autonomous, to make informed decisions, and then collaborate accordingly across your business units.
Another book I’d recommend, I know many of us are familiar with it on this show, is Extreme Ownership and that’s by Jocko Willnick. You guys need to check out the episode that I had with Jeremy Beal. Jeremy fought under Jocko and Ramadi. He was on the show talking about how luck is not a tactic. Let me ask you the contrary question. What are a couple of things from the military mindset that doesn’t serve you in terms of the construction industry?
One is you have to make the separation and recognize the separation, which is very difficult. Honestly, it takes years for most people to separate what it means to be a civilian versus to being a military operator. It’s a different world. You don’t want to be a military operator in civilian life. That does not work. That’s what comes to mind. The Second is probably rigidity. It’s similar in ways but also recognizes that there’s way more flexibility in your day-to-day civilian life. I’ll say those two pieces.
Let me ask you this. From the time you went into the forces to the time you came out a couple of years you were in, how long were you in for?
Three and a half years now in 2023.
How do you think your levels of courage, either physical or psychological, developed through your time in the forces?
Immensely. Back to that concept of exposing yourself to extremities, and for the context of anyone reading, it doesn’t have to be military. You could look at athletes that are pushing their own limits, whether it’s climbing mountains or climbing walls. It’s sense to agree. This sense of flow state and the sense of reaching your edge, which then allows you a lot more recognition of what you can do and what you’re capable of.
How did that then serve you? Obviously, the military is focused around being successful in conflict both physical, psychological, material, and all these kinds of things. Personally and as a team, how did that serve you when you came into the construction industry? The construction industry seems to be, in many cases, one conflict after another, whether it’s severe or not so severe. How did that help you to navigate the conflicts in construction?
It’s somewhat similar to anything. It’s essentially this concept of you practice something enough and then anything that is less than what you practice is now simple for you. It’s easier. If you do five push-ups a day for a week, by day eight, you would expect to be able to do more. In a similar capacity, if you’re able to create that separation between what it means to be a military operator versus a civilian unless you have a conflict on your job site, that’s to the extremity of being military ops, which you probably won’t. Now it’s simplified for you and the extent that you’ve practiced and experienced what is more.If you practice something enough, anything that is less than what you practice is now simple for you. Click To Tweet
Let me ask you this. You joined as a new military person and obviously, you don’t know anything. I’m assuming you weren’t someone who was brought up with a military mindset. You went into the IDF because that was your duty to your country. Am I correct there? You come in and you’re a dude. They develop you over time.
Let’s paint this picture. I’ve promoted someone from a project engineer to a project manager. They’re no longer the, “Run to Home Depot, get some stuff, and go be my gopher.” You’re now going to be stepping into this role where maybe I’m going to be having these difficult conversations with subs and owners and all these kinds of things. What perspective should a company take in the development of their project manager to ensure that they can develop in a way that’s effective for them and for the company?
First of all, the structure is very supportive to be able to step into a role. If you’re a hiring manager, for example, be sure that you have the structure of what you’d like to see accomplished and how it could be accomplished for whoever it’s that you’re hiring into that role. That’s one. Two is I’d also recommend that you ask or mandate this person in the sense that you could tell, “If you want to move up, you have to do shadowing.” If you have that person shadow you for a time, that’s up to you in terms of how complex you think it is or isn’t. Gradually, you could essentially assign abilities to that person over that amount of time.
Give me more on the shadowing. I think it’s a very vital concept and it’s something that people miss. Tell me more about that.
To speak to my perspective coming from the developer side, if I had hired someone to come work on my team upfront, it would be to say, “I need you to tackle XYZ training, etc.” They’re tackling that in their environment, typically. If I’m expecting that person or wanting that person or they’re showing a desire to move up in the chain of command, then I would ask them to, “Join me in this meeting tomorrow. Write down your takeaways.” I’d run through that with them. I could even suggest what they should look for. There are lots of ways you could continue digging in, but it’s basically allowing that person the opportunity to gain exposure to what you’re doing.
It’s fundamental. Everyone should be practicing this type of strategy to help develop their people. That’s excellent. Tell me a little bit more about Jet.Build.
Crazy enough, my cofounder has almost the exact same story in terms of the military and how he started his professional career. That’s how we came to building Jet. When we were on job sites, we were that point person between all of the stakeholders and we were recognizing how crazy it is to attempt to manage this process with email chains and Excel files. People working in solid environments, lots of manual entries, difficulty understanding accountability, no transparency across teams, all of these are just madness issues and bad operations.
We went to the market to try to understand what existed, but lots of legacy products were pricey and we weren’t okay with shoving that into our budget. We wanted to allow space on budget elsewhere. That’s when we said, “Let’s create a solution that will allow for all the contracting teams, design teams, developer teams, lenders, and everyone to collaborate on one platform, run through their abilities, assign accountability as they need to, and collect that data.” That’s the thesis of how Jet came. We were literally building it for ourselves as the operators on job sites.
As we added features, we understood what was working or wasn’t working, how these features were working and the product over a few years basically for ourselves. Once we had a complete product after the beta phase and a handful of design clients, we released it to the market. More recent Jet to the market and then raised a round of capital with shadow partners. It’s an awesome VC focused on real estate and technical guys as well. I highly recommend that you check them out.
Tell me about your product Jet. Where does that sit in terms of a larger-scale project management software or Procore or something like that? Do those integrate?
Absolutely. Being a new technology build, it’s very simple and easy for us to integrate with any third party or other company. If you could imagine a smartphone with an app store, our goal is to create this backbone technology structure for operations, then allow for the integration of any nuanced product. In terms of the ability to integrate with any legacy product that exists, we’re very capable and happy to do. Another question would be is if you even need that legacy product or it’s a broad project management tool, you might be able to cover your needs entirely.Jet.Build’s goal is to create this backbone technology structure for operations. Click To Tweet
Tell us how we can get in touch with you.
Our website is Jet.build and you’ll see a contact form there. My email is [email protected]. You can find me on LinkedIn as well. I’m active there. There are lots of ways to connect like LinkedIn, our website itself, or directly via email.
I appreciate you sharing those. Adam, quick question. I know you’re in New York City. Are you in New York City itself? I’m coming to New York City sometime and I’m in the city and I’ve got to go to one restaurant. Let’s say I don’t want to kill my budget, so I’m not looking for $1,000 or $2,000 tab. I’m alright with a couple of hundred. Where am I going to go for dinner?
Are you with a group?
Let’s say it’s a client dinner and it’s not a group get down.
An easy option always and they always deliver is The Smith. They do have a handful of locations, so I almost hate saying a place that has more than one location. It’s not super unique, but honestly, they always have a good environment. They have a few locations that support a visitor if they’re in a certain area and if they’re with a client. That’s a good option, for sure.
I appreciate giving us that option and being brave enough to give us one with multiple locations. I got The Smith Restaurant website. Folks, if they’re in New York City, they can go check that out. Adam, thank you so much for your time. I appreciate your insights. I enjoyed this conversation.
Likewise, Eric. Thanks so much for having me.
Thank you for tuning in to my interview with Adam. Before you bounce away, make sure you check out his website, Jet.Build, for the work that company is doing and also the restaurant recommendation, The Smith Restaurant there in New York. Also, don’t forget to check out the book that every construction leader should be reading and that is Construction Genius: Effective, Hands-On, Practical, Simple, No-BS, Leadership Strategy, Sales and Marketing Advice for Construction Companies. Go to Amazon and purchase this book. You’re going to love it. It is totally awesome. Thank you again for reading. Feel free to share this episode with other people who you think will benefit from it.
- Team of Teams
- Extreme Ownership
- Jeremy Beal – Past Episode
- [email protected]
- LinkedIn – Adam Stark
- The Smith
- Construction Genius: Effective, Hands-On, Practical, Simple, No-BS, Leadership Strategy, Sales and Marketing Advice for Construction Companies
- Amazon – Construction Genius
About Adam Stark
Adam’s Real Estate career began as an Owners Representative at a NY-based Developer. There, he achieved the title and responsibilities of VP of Construction and Development. With years of experience on construction jobsites, Adam completed dozens of multi-million dollar high-complexity development projects.
Alongside his Co-Founder, Adam recognized the inefficiencies of construction management. As a result, after years of coding a solution with his Co-Founder, Adam Co-Founded a VC-backed RE Development and Construction Command Center software: Jet.Build.
Before starting his career in RE, Adam served in the IDF’s Special Forces and obtained a Bachelor’s Degree from Northeastern University and an MBA from New York University.