How to Stop Rework on Your Job Sites: Engineering Expert Reveals Why Projects Fail
Rework is one of the biggest hidden costs in construction. It drains time, profit, morale and reputation across every part of a project. The truth is that most rework is completely avoidable with the right processes, communication and leadership in place.
In this episode of Construction Champions, Ron Nussbaum speaks with Brendan Nielsen, Managing Director of JC Engineers, about the real reasons projects go off track and what industry leaders can do to stop rework before it starts.
Brendan shares why teams often follow incorrect drawings without asking questions, how the blame culture still holds the industry back, and why strong engineering support, clear communication and confident leadership make all the difference on site.
If you manage projects, lead crews, work with engineers or oversee budgets, this discussion offers practical insights that can transform the way you deliver construction work.
Key Takeaways
Why rework occurs and why it is almost always preventable
Understanding the root causes behind costly mistakes and how to eliminate them early.
How engineering and design disconnects create site issues
Where breakdowns happen and how coordinated engineering reduces risk.
Why teams stay silent even when something looks wrong
The cultural barriers that stop workers from asking questions.
How the blame culture impacts job site communication
Why fear-based environments create more errors and more stress.
Practical strategies to reduce rework, confusion and project delays
Simple changes that improve clarity, quality and productivity.
Why asking better questions leads to better outcomes
Creating spaces where teams feel safe to clarify, challenge and confirm.
How to strengthen communication between engineers, PMs and site crews
Building the trust and alignment needed for seamless project delivery.
Real examples from Brendon’s work with contractors
Stories that show how proactive engineering can prevent issues before they hit site.
