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As someone who has worked in the door hardware business since he was in college, Brandon Smith knows a thing or two about the construction process. Today he is the owner of DoorWays SLO, a company in San Luis Obispo, CA, that provides architectural doorways for commercial builders. He also holds certifications with both the Door Hardware Institute and Construction Specifications Institute. He recently shared some insights about his early and ongoing work in the AECO industry and how the CDT® certification has helped guide him both professionally and personally in the industry. |
Brandon, it's nice to meet you. I'd love to hear a little about your career and how you got to where you are today.
I started as a delivery driver for BR Johnson in Syracuse, NY, while I was in college. At the time, it was a major distributor of doors, frames, and hardware, and I worked there every summer.
After graduating from Plattsburgh State in 2011 with a degree in advertising and marketing, one of the senior project managers at BR Johnson asked what I planned to do next. I told him I was interviewing for marketing and advertising jobs, and he suggested I spend time in the office learning project management.
I split my time between deliveries and working alongside him. Around that time, the company was moving from paper files to a SQL-based project management system, and I became the implementation assistant, helping with data migration and software rollout.
That experience taught me the door hardware business from the inside out. Over the next six years, I developed software training programs and worked closely with experienced professionals in project management, sales, and fabrication.
Eventually, I felt I’d reached the ceiling there. I applied for opportunities in California, and another door hardware professional recognized my experience and brought me out here. I’ve continued working in project management, and in 2021 I was able to purchase the company that originally hired me in California. Today, I own that business.
You have a unique combination of hands-on field experience and technical, behind-the-scenes knowledge. How did those experiences come together, and what inspired you to pursue the CDT?
Back at BR Johnson, one of the project managers I worked with introduced me to CSI and the CDT. He described it as a broader credential than the Door and Hardware Institute certifications and thought it would help fill in the construction knowledge I hadn't gained through a traditional construction management degree.
About 10 years later, after moving to California, I realized I wanted a better understanding of project relationships, project delivery methods, and how architects approach projects so I could communicate more effectively and better serve my clients. That’s what ultimately led me to earn the CDT.
How does the CDT influence the way you work on a daily basis?
It affects what I do pretty frequently. With the architectural community here being a little different, I’ll review a set of plans and try to understand the arrangement between the architect and the building owner, along with what's expected of me as the door hardware consultant.
Door hardware schedules often reference the specifications, and different notes can supersede one another. The CDT gave me the knowledge to better understand the project delivery method and, more importantly, the communication expectations throughout the project.
What’s one thing you used to misunderstand about construction documents, project delivery, or project coordination, and how do you approach it differently today?
Substitutions. I never overlook the specification section on substitution procedures anymore. In the past, I relied on my proposal to explain why I wanted to substitute a product—whether it was because of lead times, product quality, or domestic manufacturing. Now I always go back to the specifications and follow the documented substitution process. That makes it much easier to get a substitution approved.
Another topic that comes up often is scope gaps and communication challenges.
Scope gaps are tough. I rely heavily on experienced field personnel because they know what installation day is going to look like if something has been missed. It’s important to bring those people into conversations with the general contractor and architect early. Someone with 30 years of field experience can identify problems—like missing low-voltage conduit sleeves—long before they become expensive issues during installation.
How do you maintain clear communication when there are so many moving parts on a project?
You have to stay flexible, but it starts with good submittals. I direct the right people to the information they need.
For example, a frame elevation might state that the general contractor is responsible for verifying rough openings in the field, or a submittal preamble might require the architect and owner to verify finish selections. The documentation needs to clearly communicate what each party is responsible for so everyone understands their role.
Can you think of a recent project that really tested your skills? What were some of the biggest challenges?
One project that stands out was a California DMV project in Santa Maria. The door hardware specifications didn't align with the electrical documents. The electrical drawings called for conduit to support hardwired door hardware, while the hardware specifications called for standalone battery-operated devices.
The general contractor kept asking me to review the electrical drawings because of the conduit requirements. I kept saying, "These products run on AA batteries. Why do we need conduit?" It wasn't until the masonry walls were being laid that everything came together. The documents simply didn’t match.
At that point, it was almost too late to resolve the issue. We had to work with the Department of General Services to find a solution, using hardwired products where the walls were still open and standalone products where the masonry had already been completed.
You started as a delivery driver and eventually became an owner of a company. What's that journey been like?
At first it was challenging. In New York, I felt like I had to leave in order to be recognized for what I knew beyond being the young delivery driver.
Coming to San Luis Obispo was different. Here, you’re expected to be a jack of all trades. You’re involved in estimating, project management, jobsite visits, and even delivering materials if that’s what's needed.
It’s been rewarding because none of those earlier experiences go to waste. I still think about site logistics, vehicle requirements, and deliveries, but I also understand estimating, ordering materials, preparing packing slips, and all the planning that happens before anything reaches the jobsite.
How does the CDT—or someone’s work experience—factor into the people you hire and how you develop your team?
It’s easy early in your career to think you've figured everything out, but sooner or later you'll encounter something you don't know. I think it’s important for younger professionals to see that continuing education is a lifelong commitment.
Right now, we’re also seeing major changes with AI. The question is how we'll apply those tools to construction, estimating, takeoffs, and our day-to-day work. That’s another reminder that you always have to keep learning.
Take the next step in your career and learn more about CSI Certifications.