At SurveyMonkey, I frequently outreached and collaborated with decision makers in the construction industry, a sector where complexity and coordination can make or break a project. These leaders relied on tools like GetFeedback to capture insights from a wide range of stakeholders. Going from contractors to clients, suppliers, and project partners. The goal was to understand perceptions on project progress, identify bottlenecks before they escalated, and refine internal processes to ensure smoother delivery.

My role was to go beyond simply presenting the product. I advised them on how to structure the right surveys, frame the questions to get honest answers, and interpret the results in a way that informed real business decisions. In many cases, this meant helping them see how feedback could highlight risks early, strengthen collaboration between teams, and keep projects on track both operationally and financially.

This experience showed me that in construction, feedback isn’t just data ; it’s a strategic asset that can directly impact timelines, budgets, and quality.

Later, as a fully accountable Construction Project Manager in Ivory Coast, I had the opportunity to put these insights into practice on the ground. Apart from the surveys I conducted at SurveyMonkey, I had no direct field experience. Still, with curiosity and eagerness to learn, I quickly adapted and developed my understanding of the many aspects of the construction industry.

I was given full authority as Project Manager, responsible for the entire lifecycle of a mid-size Commercial Center Project. From planning to completion I delivered final results. I managed the full budget, negotiated contracts, and approved expenditures, ensuring resources were allocated efficiently. On the operational side, I coordinated electricians, plumbers, masons, suppliers, and contractors, while also working with government ministers and municipal offices to secure compliance and approvals. One of the biggest challenges I faced was the wide cultural gap. Yes, with ministers on one side and contractors on the other. I had to adapt. I required patience, and strong communication to bridge expectations and keep everyone aligned. Instead of simply handing out plans, I actively listened and incorporated stakeholders’ expertise. It was creating a collaborative environment where technical execution matched a strategic vision.

Despite the challenges, I successfully delivered a fully functional Commercial Center within the larger framework initially discussed, and with a budget that slightly exceeded planned limits. Along the way, we faced inevitable issues, mainly related to weather conditions and the fact that I could not personally oversee every detail on a 24/7 basis. Another difficulty came from cultural requirements that I did not fully grasp at first. Whether in dealing with ministers or contractors, which led to some misunderstandings early on. By adapting my approach, learning from these experiences, and striving to bridge the gap, I was able to build stronger relationships and move the project forward.

In the end, the Commercial Center was completed successfully and became a revenue-generating asset through leasing spaces to tenants. Managing the full budget myself gave me hands-on financial accountability, while overcoming these challenges strengthened my adaptability, resilience, and leadership. Most importantly, I learned that success in construction is not only about deadlines and budgets, but also about cultural intelligence and bringing together diverse knowledge to build something greater than the sum of its parts.

This journey reinforced that, in construction as in business, success depends on three things: clear feedback, a solid base of knowledge, and precise execution. One provides the vision, the other the methods, and the last makes it real.