Jeff Carrico: White-Spunner Construction COO

Focused on talent, opportunity and safety

by Lindsay Fletcher
photography by Stephen Savage, assisted by Holly McKinney and Kevin Zhou of Chromatic Creative, LLC.

Jeff Carrico (JC) grew up in Belleville, Illinois, obtaining a Bachelor of Science in civil engineering from Southern Illinois University. He moved to Mobile in the 1990s after meeting his wife and soon joined White-Spunner Construction. Currently the company’s chief operating officer (COO), Carrico has years of experience in and insight about the construction industry and what drives the success of the company. He took some time out of his busy schedule to discuss this with your author (LF) for the inaugural issue of Bay Business News magazine.

LF: Tell me a little bit about your career path leading to your current role as COO? 

JC: I began working at White-Spunner Construction as an on-site superintendent in 1993. I traveled across the country building a variety of projects, primarily focusing on retail and grocery construction. I worked as a traveling superintendent for five years before changing paths and moving into the office as a project manager in 1998. My wife, Beth, played a large role in my path change, opting to have me home more with her and our three children: Phoebe, Jake and Sarah. In 2003, I was promoted to senior project manager, and five years later, I was promoted to vice president. Shortly before my 20th work anniversary in 2012, CEO John White-Spunner asked me to take on the role of COO, and I’ve been doing it ever since. 

This role has allowed me to touch every facet of the business, learning so much along the way. I direct the day-to-day operations and long-term strategic planning for the entire organization, including steering all administrative departments, overseeing risk and compliance, spearheading safety initiatives and playing a large role in our Go/No-Go process. Our team lives by the mantra “Right time, right place, right client.” 

LF: What are the main changes you’ve seen over the years? 

JC: Our company has experienced exponential growth since I began working here 31 years ago. In the early 90s, White-Spunner Construction had fewer than 30 employees and primarily focused on projects along the Gulf Coast. Today, we have nearly 200 employees and have completed projects in 28 states. I attribute this growth to the quality of people, the amount of work in the market and our team’s ability and expertise in knowing how and when to aggressively pursue work. 

LF: How has White-Spunner been able to navigate the challenges of the past few years, and how has your role been a part of this? What are some of the current biggest challenges facing the industry and how are you addressing them?

JC: As COO, I lead our management team with a focus on overseeing risk management, financial stability, strategic planning and general growth. The past few years have been particularly rewarding, albeit not without significant challenges. Having been with the company for so long, one might think they’ve seen it all until an unprecedented event like the COVID-19 pandemic brings the world to a standstill. The ensuing issues — disruptions in the supply chain, logistics complications and workforce shortages — compelled our company to become more adaptable and resilient. Over the last four years, we have integrated many of the tactics initially adopted out of necessity into our everyday business practices. These include enhanced communication methods and more efficient scheduling processes, which have collectively strengthened our operations. This period of adversity has ultimately driven us to refine our strategies, making us more agile and better equipped to handle future challenges.

One of the current largest challenges facing the industry is an aging construction workforce. As many experienced workers near retirement, there is a pressing need to fill the gap with skilled new entrants. This shift threatens to worsen labor shortages and impact the overall efficiency of the construction industry. To combat this issue, we are heavily investing in education, particularly through workforce development programs like the Academy of Craft Training, developed by the Associated Builders and Contractors (ABC) of Alabama. These programs are designed to attract young talent and provide them with the necessary skills and knowledge to thrive in the industry. By partnering with educational institutions and offering hands-on training, we aim to create a pipeline of proficient workers who are prepared to meet the demands of modern construction projects.

LF: What trends do you anticipate shaping the future of the construction industry, and how is your company preparing to adapt to these changes?

JC: Technological advancements will continue to play an impactful role in driving productivity and scalability across businesses. The integration of project management, accounting and estimating software has revolutionized our operations. Furthermore, the evolution of drone technology represents another significant advancement that has transformed our abilities. Drones allow us to conduct precise site surveys and perform real-time progress and safety assessments, enhancing project oversight and management. 

At White-Spunner Construction, we are committed to embracing these technological advancements and staying at the forefront of innovation. Our willingness and ability to adapt to change are fundamental to our success. We recognize the importance of staying flexible and continuously improving our processes in response to evolving technologies and industry trends. As improvements in construction-focused technology continue at a rapid pace, we are excited about the future and the possibilities it holds for further enhancing how we work and deliver value to our clients. We look forward to exploring innovations and leveraging them to drive continued growth and success for our company.

LF: What sets White-Spunner apart from other construction companies in the area? What makes your company successful? 

JC: An essential element of our success is the diverse talent we have across all areas of our business. From accounting and marketing to business development, human resources and project coordination, every role is indispensable. These teams work collaboratively to ensure our operations are efficient, our brand is strong, our client relationships are nurtured and our projects are executed flawlessly. This support system enables us to seize opportunities and deliver high-quality results consistently.

Undoubtedly, our team members are the driving force behind our company’s success. As an employee-owned company, we offer competitive salaries, comprehensive benefits packages, profit-sharing opportunities and bonus packages to ensure our team members are not only valued but also have a stake in our success. This commitment fosters a strong sense of ownership and dedication among our employees. We also prioritize company culture by making a substantial investment in employee engagement activities like Food Truck Fridays, hosting annual family-oriented events like Mardi Gras parties, bowling and Top Golf outings and offering volunteer opportunities.

For eight consecutive years, we have been honored as a Best Company to Work for in Alabama by Business Alabama. This prestigious recognition emphasizes our commitment to fostering a positive work culture that ignites innovation.

In addition to our talented team, the abundance of opportunities within the market has played a significant role in our success. The current landscape in Mobile and Baldwin counties, as well as across the state, is rich with potential projects and clients, providing opportunities for expansion and development. This environment has created an unprecedented demand for high-quality services. As we navigate the market, our ability to retain clients and become their first choice for new work remains a cornerstone of our business. 

Over the years what has truly set us apart has been our team’s strategic acumen. The management team at White-Spunner Construction possesses the ability to discern which opportunities to pursue and when to do so. This keen sense of timing, coupled with an aggressive yet calculated approach to securing new work, has been instrumental in our growth. Our team’s expertise in navigating the complexities of the market ensures that we consistently target and win lucrative projects.

LF: The company has won a lot of safety awards: Why is this an important focus for the company?   

JC: White-Spunner Construction places critical importance on safety for several reasons. Our foremost priority is the well-being of our employees, subcontractors and vendors. We recognize that our people are the cornerstone of our success; without them, including our extensive network of subcontractors, we could not achieve our goals. As a family-owned and operated company, this commitment is personal — it’s about ensuring that every person can return home safely to their families every night.

To uphold this commitment, we have built a strong safety culture with comprehensive education and training programs. We empower our team to take an active role in safety, encouraging them to speak up and stop work if they spot any potential hazards. This empowerment isn’t just a policy — it’s a fundamental practice that promotes vigilance and open communication across our organization.

Our dedication to safety has been recognized through prestigious awards, including being named an Accredited Quality Contractor and a Top Performer by the ABC of America. Additionally, we have been honored with the Eagle Award — the highest accolade in our industry — by the ABC of Alabama. These achievements highlight our devotion to maintaining the highest standards of safety and quality in all our projects.

For us, safety goes beyond mere compliance; it’s about creating a workplace where every individual feels valued and protected. By putting safety first, we ensure that White-Spunner Construction continues to be a respected leader in the industry, known for our excellence and integrity in construction.

LF: What has working in this industry taught you?

JC: Working in the construction industry has taught me invaluable lessons, both professionally and personally. One of the most crucial skills I’ve developed is the ability to think quickly and execute decisively. In construction, challenges and unexpected situations are commonplace, requiring immediate solutions to ensure project success. Over the years, this has taught me the importance of adaptability and resilience. It’s not just about managing the construction process; it’s about navigating complexities, anticipating issues and proactively finding solutions. Ultimately, in construction, as in life, success often depends on your ability to stay agile and maintain control over the outcomes, even when circumstances seem beyond your control.

LF: Is there a memorable project where you made a significant difference for a client that has stayed with you?

JC: Yes, one particularly memorable project that stands out is the Battle House Hotel and Spa in downtown Mobile for the Retirement Systems of Alabama. That project was not only transformative for the city but also left a lasting impression on me. It is not often you get to work on a historic landmark with the budget to bring it back to its former glory. The craftsmanship that went into that job is not only a testament to our team’s expertise in revitalizing and preserving historic structures, but a representation of our commitment to the Mobile area by revitalizing a significant piece of local history.

LF: What does the future look like for you?

JC: Looking ahead, it’s important to emphasize my commitment to developing the next generation of leaders for our business. As we continue to grow, cultivating talent and fostering leadership skills among our team members is crucial. Our goal is not only to maintain our current success but also to prepare future leaders who can innovate, adapt to industry changes and uphold our commitment to excellence — all while making a positive change in the communities in which we live and work.