The SiteVisit
Leadership in construction with perspective from the job site. A podcast dedicated to the Construction industry. Construction professionals, General Contractors, Sub trade Contractors, and Specialty Contractors audiences will be engaged by the discussions between the hosts and their guests on topics and stories. Hosted James Faulkner ( CEO/Founder - SiteMax Systems ).
The SiteVisit
How One AI-Powered Tool is Transforming Construction Management with Aviv Leibovici (Buildots) | EP97
In this episode, Christian is joined by Aviv Leibovici, CPO & Co-Founder at Buildots, from London (UK), making him the podcast's first international and overseas guest.
Aviv shares his journey from military service in Israel to his co-founding role in Buildots, where he saw an opportunity to address complex issues in the construction industry. He explains how Buildots utilizes AI and 360-degree cameras to analyze construction progress, providing valuable insights for required actions. The discussion delves into organizing sub-trades, comparing video footage to 3D drawings, and data management challenges. The trio also discusses the "holy grail" of construction software, emphasizing the importance of visually identifying and understanding a project's "pulse," knowing exactly where things are at. Aviv highlights the potential of AI to transform construction and cultural differences impacting the construction industry worldwide and recounts a memorable job site experience that solidified his commitment to innovation. The episode concludes with insights into collaboration and conflict within the construction sector, leaving listeners with a deeper understanding of technology's role in reshaping the construction landscape.
Aviv Leibovici, CPO & Co-Founder at Buildots, is an Israeli entrepreneur and military veteran who navigated an unconventional path from military service to skiing in the French Alps before co-founding Buildots, a startup revolutionizing the construction industry through AI and innovative technology, ultimately raising $106M in funding and building a global team of 150 employees.
Buildots, a pioneering construction technology startup founded in 2018 by Roy Danon, Aviv Leibovici, and Yakir Sudry, is revolutionizing the construction industry by leveraging AI and 360-degree cameras to enhance site inspections and project management. The company recently secured $60 million in a Series C funding round led by Viola Growth and O.G. Tech, bringing its total funding to $106 million. Buildots' innovative platform enables construction workers to capture real-time images of projects using hardhat-mounted cameras, which are then analyzed and compared to project models, enabling efficient progress tracking and risk assessment. With two-way integrations with planning platforms and substantial revenue growth, Buildots is leading the charge in using AI to streamline construction processes and maximize efficiency.
EPISODE LINKS:
Aviv Leibovici LinkedIn: https://www.linkedin.com/in/avivleibovici/
Buildots Website: https://buildots.com/
PODCAST INFO:
the Site Visit Website: https://www.sitemaxsystems.com/podcast
the Site Visit on Buzzsprout: https://thesitevisit.buzzsprout.com/269424
the Site Visit on Apple Podcasts: https://podcasts.apple.com/ca/podcast/the-site-visit/id1456494446
the Site Visit on Spotify: https://open.spotify.com/show/5cp4qJE5ExZmO3EwldN1HH
FOLLOW ALONG:
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Welcome to the Site Visit podcast, leadership and perspective from construction with your hosts, James Faulkner and Christian Hamm.
Jesse Unke:Business as usual as it has been for so long now that it goes back to what we were talking about before and hitting the reset button
Justin Bontkes:you read all the books you read the E-Myth, you read Scaling Up, you read Good to Greatd, you know, I could go on
Sebastian Jacob:We're at the place where we've found the secret serum, we found secret potion we can get the workers, we know where to get them
Cam Roy:One time I was on a jobsite for quite a while and actually we added some extra concrete, and I ordered like a broom finished patio outside of the site trailer
John Reid:A guy up on LinkedIn out of the blue and said he was driving from Oklahoma to Dallas to meet with me because he heard the Faber Connect platform on your guys's podcast
Jesse Unke:Own it, crush it and love it, we celebrate these values every single day. Let's get down to it.
Christian Hamm:Well, this is pretty fun. This is our first international guest like literally overseas
James Faulkner:had the words out of my mouth. There you go. You're gonna say this. So International, International.
Christian Hamm:But we have we have new father Aviv Leibovici that I say that right. Perfect.
Aviv Leibovici:very well done.
Christian Hamm:And you're the co founder, CTO of Buildouts. Nailed it.
Aviv Leibovici:I'm very honored to be your first international guest. I didn't know that until the second.
James Faulkner:Well, I mean, other side of the pond as in other side of Yes. Atlantic? Yes.
Aviv Leibovici:Yeah, of course. Yeah, of course. We've had United's. Yeah.
Christian Hamm:So yes, US people have joined. But this is this is pretty special. And if you're in London, right?
Aviv Leibovici:Yeah, correct.
Christian Hamm:Right on, well, hey, why don't you we always start off just we always want to get to know our guest. Why don't you give us like a bit of the call. And we'll dig into you know, some of your background and how you came into the construction world. But give us a little bit of like a Coles notes of Aviv, and how you came to be where you are at Buildots?
Aviv Leibovici:Sure, sure. So I was born and raised in Israel. And Israel, you know, a lot of people know that I don't military services mandatory. So like, if you want I did, and I was in a specific sort of training program, call it, it's a weird thing, you actually do a university degree while you're there anyway, it's a whole thing. But in it met, a couple of guys are more than that. But a couple of guys that became good friends. And when we finished our service, we got to like, we're going to do something together. What we wouldn't be asked, but we don't know something, something that's going to technology. And the our starting point was that we wanted to be real world thing. And in the real world problem. We looked at all sorts of stuff, agriculture, healthcare, somehow got into construction. So funny story. And yeah, well, you know, there's a reason why they call it a concrete problems, right.
Christian Hamm:So that's right. Well, that's, I mean, that's a pretty condensed version, I'm sure. I'm sure there's a lot that goes into it. Yeah. Actually, we have we had a past guest who an American fellow who also served in the military and similar story. It's like, I mean, I don't know what that's like, but it's like a band of brothers right? And you kind of build these bonds and to even just say, I don't know what we're gonna do, but we're gonna do something together that's something pretty cohesive about that.
James Faulkner:Did you guys have when you're doing your this is like mandatory service you have to do in Israel?
Aviv Leibovici:Yep.
James Faulkner:Did you have to actually go out to battle it all it was it all just training.
Aviv Leibovici:No, so this is, this is a unique thing. This is a mentor service in Israel is is three years. This program is you are a soldier for nine. But the way it works is for the first three years, we are very odd creatures, who are soldiers that go to school in one of these other universities. So we walk around as a group in our uniform, but actually going to class and then are dispersed as a group into different units basically more on on the technological front of thing. So whether it is military intelligence, or whatever it is, so let's so I didn't get to actually drive a tank once but just as an experience in like training, not not for real.
James Faulkner:Well Buildots like a new a new tank. You get to drive that So with So how many of these have of the group? Have you decided that you have to do, quote unquote, something together? Whatever that is? And then of those number of guys, is it all guys over some girls in football just or is it three guys to three?
Aviv Leibovici:Girls in the general group, but no we're talking, mostly guys.
James Faulkner:Okay. Okay, but that you were going to do something. So what was the skill sets between the group that actually ended up doing something? So was there a, hey, you can do this? Can you do that part, you could do that, you know, what was the sort of dovetailing of talents,
Aviv Leibovici:it's, the way it works is during those three years, you're in a very intense situation, because you go to school, but you're also going through all sorts of other training while you're at it, to understand some things, and you sleep together at the same building it my two co-founders, I have both shared a room with each for a semester. So you really, you know, they become like your best friends in the world during that period. And we believe, while we come from similar ish backgrounds, because yes, we went into three different places and did three different things with very similar things in terms of the sort of role and ecological leadership and stuff like that. We did feel that we have complementing maybe not experience but characters and skills. Yeah. Okay. So we thought that would work well. And that's how, that's how we came to this. Yes, we're going to do it the three of us together, and now it's, it's actually was Roy, the CEO, his wife. We were all we were all at the ski trip. We were talking about it again. And then she goes, You guys keep talking about are you gonna do it or not? Yes.
Christian Hamm:Sounds like that. I mean, I'm sure you guys get that an awful lot, right? We love to ideate and throw things out there and whatever. But that's really neat. What ski resort were you at?
Aviv Leibovici:Ah, Le Val Thorens?
Christian Hamm:That's cool. Very, very cool. Yes. Last question before let's jump into the Buildots story, or not story. But you know what? It's all about what you guys are tackling the problem and construction. Is there a correlation then between? If that's a mandatory military experience, there's a lot of good tech that comes out of Israel out of Tel Aviv, right? Is there a connection? Do you think that a lot of people go through that? Because you said you get some technical training? And you're doing schooling? That and founding tech companies?
Aviv Leibovici:Yeah, definitely. No, the Israeli defense sector takes Well, unless every 18 year old every year, and then it tries to take very, you know, each person to their own sort of best natural place. So it takes like the best technological people and tries to put them in certain locations. Where else in the world will you be in a position where people are putting to work together like the best of the best for a few years? And that drives, you know, relationships and skills that then drives? A lot of companies? Yeah, it's a pretty common thing
Christian Hamm:can be one of the most powerful incubators in the world.
Aviv Leibovici:Yeah, could be.
Christian Hamm:That's pretty neat. Alright, let's talk about buildouts. How you guys, you know, think of exactly what you're going to do and come up with the name. And I'm sure that all ties together.
Aviv Leibovici:Yeah, yeah. So we were, as I said, before, we started looking at all sorts of industries. And we got to construction because a friend of a friend, Israel, it's a very small place, everybody knows almost everybody went with one hop, status down, he was at the time a project manager at the maybe not the biggest, but sort of the most, that considered best construction company in Israel. And he said, You guys are saying you're trying to do something, trying to do something in a solve a real world problem that is worth solving. Let me let me tell you about construction. And his sort of point was construction needs very, very, very complex, sophisticated solutions. And it has never been the main interest point of people like you. Because you know, more like Oh, cloud services and what have you, or online retail, whatever it is, it was more where, where technology has been drawn to. That was his point. And we started looking into construction. And what became very, very distinct call it as opposed to what I know of other industries very quickly. It's just a situation in which the people who manage this industry are the projects of this industry I've put in. I used to visit sites that allow both here in London and back in Israel. I had relationships with a few project managers, I got to know and they would just let me come in and walk around with them or sit in on their meetings or whatever it is. And you sit in a meeting and you say how can it be that this Pm is expected, or the superintendent or whoever it is, at that point is expected to control this process, when the only mechanism to know what's going on is either ask their subcontractors who don't, don't know completely exactly either, and also have a different set of interests in their heart, or walk around the whole project. And, and, and look, which is an insane effort and so much detail that, you know, when I compare it to where places where I come from, where, if you're the manager, you want to know what's going on you open to that what it tells you exactly to the letter, what's going on. I think it's that one, it's then when I started saying that the fact that I work in an office and sit in an apartment and all these buildings function is crazy. It's like testimony to how, I guess excited people stay in construction or about construction, and then they get it done somehow. But, but it's unreal. And it can't be this way. It's it's I guess my analogy at the time, was it's like sending a few British soldiers, you know, onto mainland Europe knowing them. Can you conquer that? You're a few sticks here, a few stones. Good luck.
Christian Hamm:Yeah. Yeah, well, I mean, construction, I mean, depending on the project, but even small ones, a super complex, right? There's so many details, so many sub trades vendors, data points that need to be mapped and kept track of it is always and we always get the same sentiment with a lot of our guests is to see these things actually come together and be like completed, you're talking about sitting in your condo building when it's completed. But you know, those that are there seeing it through from inception to completion, there's something quite profound about it, just to know, wow, there's a lot that went into this, a lot of headache, a lot of we can get into like inefficiency, and a lot of people coming together to accomplish a goal. And it's pretty impressive, and pretty profound when it all does maybe
Aviv Leibovici:extremely impressive. But you know, my view at the time, and it's still as was, in a, in a right world, maybe in a just world, I don't know, these managers would be handed the exact information about what's going on. And then they could, you know, apply their experience their analysis to make the right decisions and to steer it. But they wouldn't be in this position of, you know, as one, as one. Superintendent once told me like, I go, if I wake up at 4am, for whatever reason, from a noise, I can't go back to sleep, because my mind is already about oh, what, what the hell's going to hit me today that I don't know about yet, right? So we started out to say, this camps, this is not real. And we said, well, if I want a product that will be able to tell people exactly what's going on. It has to collect that information in a very objective way it cannot rely on people inputting that information, because it's too much information. If you rely on people inputting it, it's gonna end badly, there's going to be problems there. And that's why we went down the AI route, saying, We will let someone walk around with a 360 degree camera on the hardhat. And our tech will do the rest, it will analyze that video that will come up saying exactly what's done, what's not done, what's delayed, where are their problems. And now you, you know, Mr. Manager, I take all this information, and you decide what to do. But I'm going to give you all the information that you need.
Christian Hamm:Right? You know, as soon as you start saying things like AI and walk around with 360 cameras, and it's gonna tell you what to do. I mean, that is kind of the world we live in. And we hear people throw around phrases and sentences and descriptions like that. But you got to tell us, you got to tell our audience, what exactly is the software doing that's pulling that all together? I mean, with what you can tell us, but like, in layman's terms, like what's the software do? How's it bringing it all together? And how's it displaying it for those that are running the project?
Aviv Leibovici:Yeah, it's actually, in a way, quite simple. Because what it doesn't do, it doesn't tell people what to do. And I don't think, well, I don't want to be you know, who knows, but not for the foreseeable future, will AI ever be able to tell construction what to do? It's just so complex, and there's so much going on. And there's so much experience involved, and there's so much unknown and things that are not even written but are in people's heads. That that is not real. I used to be in this position a couple of times where our first projects will say, Oh, this thing is gonna get me out of, you know, take me out of the job. If you're the superintendent, whatever, and I was like, no, no, no, no, it's never happening. All it does is tells you what's going on. So if you think about it in a very simple way, what it will do is it will take that video, it will compare that video to your designs. So now I know that you know in the room, where I am right now have the one or two Windows is installed, the other is framed. This socket here is is done this one is missing a faceplate. One wall is half painted, and the other is completely painted and etc, etc. So for every sort of card construction element, if you will, or design elements. And then when I know that, and I aggregate all that up, and I can tell you exactly what's going on, I can tell you who worked this week and what they do. How does that compare to what you agreed with them that they're going to do this week? I can tell you who's falling behind who's currently delayed, but also who's working too slowly. So they're going to be delayed soon? Where do you have something missing? You know, where do you have the odd sprinkler head? That somebody forgot? Right? And you're out about at some point, but I can tell you now.
James Faulkner:Okay. So let's just back up a bit. So when you you obviously have a list of contracts that sub trades have signed, you have categorized them into certain vectors that the cameras saying, Okay, well, that's sprinkler, that's ABC Fire Company. Those sprinkler heads have been installed, they have not. So does that create a dot object in your system? Is that what that thing is? Is that an outcome an accomplished? Like? monuments? Like what is that thing that shows up on your dashboard? It says that that, you know, you said that XYZ window has been installed?
Aviv Leibovici:Yeah, if you think of what is the the most basic screen that that that we have there? Is this table? Yeah. On the y axis of it, you know, you have the different locations. So say the levels of the building, maybe the apartments, maybe the offices, maybe whatever it is. And then across the top, you have the activity sequence. So you know, currently, it's just this is the table, and then what the system shows is, if it's done, it will be green. So wall framing in that level is done, that's all the table will be green. If it's ongoing, it will say 20% or 50%, or 57%, or whatever it may be if it's not started to just one. So anything, that's the basic information. Okay, if you want to understand how you get in there, and we'll show you the images, if you think about it might show you Here are images of for Windows, these four windows from design. As you can see, these two are done, these two are not That's why I told you 50% before.
James Faulkner:Okay, so the video footage is being compared to the 2d drawings or the 3d CAD drawings
Aviv Leibovici:To 3D design.
James Faulkner:Gotcha. Okay, that's way easier. Okay. So does your in terms of where you are in the building? Does your person with the camera on the hardhat? Does it know where it is? Like, how do you guys vectorize the entire plan out the plate itself?
Aviv Leibovici:Sure. So I think this when we started this, it was all about saying if I want to give managers information, but somebody is going to have to walk around with this camera for that happen. And there are two options that our customers use. One is a worker instance, to walk around the camera one is it's like the super the assistant super project engineer, someone does it. In both cases, I need to be very simple. Because if you're just sending someone to do it, you don't want to give them you know, extreme guidelines into how to do it. And if you have a manager doing it, you want them to be doing it hands free, doing whatever they do and not worrying about it. This is why we built it to be such so you just walk around, you don't have you don't do anything. You don't tell us where you are. You don't need to walk any specific path or anything of the sort. You just walk the tech by understanding what it sees around it. We'll know where you are at every point in time. And that's how it is
James Faulkner:good okay, because it's yeah, it's analyzing the 3d versus the capture. Yeah, exactly. That's cool, man. I like it.
Christian Hamm:We feel like we got to connect a Aviv with the Super Droid robot guys. I'm just gonna say I was thinking the same thing we just had these guys on. You may have heard of them. They have the Groundhog. And it does live capture at the end of the day, and they just send this autonomous robot around each floor plate. So there you go.
Aviv Leibovici:Cool. Yeah, actually, we had one project in Switzerland, actually. The company they have a couple of these, you know, robot dogs. And they said, Oh, this is very cool. We're gonna test it. So they brought it onto site and they put the camera on it. And that's how the CAPTCHA happened. It's only that something in their regulation was that even though it's an autonomous robot dog, it had to have a driver that had to walk around with it. Well, that's
Christian Hamm:Totally.
James Faulkner:You should get someone to ride it. as well. On top of that, yeah, someone must ride the dog. Nobody small. Yeah. You got a job for you and your son there you guys like nice and light? Yeah. So strap on the back.
Christian Hamm:So if you if you were to say go into a bear pleat piece of land, and you just walk around that bare piece of land, would it just simply say nothing is done yet? You haven't even started? Is there? Is there a starting point for all the inputs? Basically?
Aviv Leibovici:That's a good point. No, it only tracks things when there's some level of structure already up. Yeah. So it needs a slab, you got to walk on board can do anything. Right, that
James Faulkner:Makes sense.
Christian Hamm:Wasn't trying to poke holes. I just wanted just Just curious in terms of its right, like...
Aviv Leibovici:It's a good question. When we when we started it, we thought okay, but but in what, you know, phase Yeah. And then someone, an Israeli guy in construction told me Look, I build the superstructure, and then I fit up the building. Yep. The superstructure costs me a lot. And every mistake is like, oh, man, but you're talking about giving me you know, progress information. And if I want to know how my superstructure was doing, I look out the window. And I see it. Versus further down the line that fit out when I have 500 or 1000 rooms in that building and so many details is when I lose touch with what's actually happening, it makes it totally focused that's on that on that side of things.
Christian Hamm:Yeah, that makes a lot of sense. And there's a things that become a lot more predictable, it's just about basically, it's just a bit of a logistical, how quickly you can tie pieces all together once you have the superstructure in place, because now you're not as limited by weather or, or ground conditions or anything like that, you've got what you have, you've got your base, you've got your envelope, and now you're just slamming together finishes and all that kind of stuff. So it's really how quickly you can process and bring all that information together.
Aviv Leibovici:Definitely, we had a designer working on our very first mock up and this was before we were even a company, too. So we had something to show people want this will be so marked up like a future dashboard. And he didn't know really construction was a freelancer on whatever. So you just put there like concrete. And then level two was marked not done 0% Level Three was marked 100% I look at this. Look, I don't think you can build the concrete a little three when the concrete a little too doesn't exist. That's kind of physically impossible.
James Faulkner:Yeah, that's Yeah, three becomes to the so the tech that you have on the as a service of a company, you're a SaaS service, obviously people pay subscription fees.
Aviv Leibovici:Yup.
James Faulkner:The how does the hardware are you in the hardware game to or do you sub that out? How's that work?
Aviv Leibovici:No, these are very standard 360 degree cameras you know GoPros and the like we have a bunch of them so when we work with a company that doesn't actually own any of these then we can you know we loan them out
James Faulkner:but what's the process in terms of you know, the you capture and then what do they do they take an SD cards and sticking them into something and then absolutely has that that day you find that?
Aviv Leibovici:You capture and you have this sort of Dropbox like thing that you drag the files into on your which is on our on our web app, you just go on there you drag the files in there.
James Faulkner:No I guess what I'm saying is is that after I've walked around am I pulling an SD card out of a device sticking it in my laptop and then pulling the files into your Weda
Aviv Leibovici:ah well typically you connect it you disconnected you can connect it with this USB cord to camera until until your company starts blocking your USB ports and then it becomes interesting typically Yeah, just just a USB cable.
James Faulkner:A USB cable to what though? To the camera? No to the camera but to what your whatever computer right right but you're walking Yep, you're not walking around with a laptop on your hip. Are you walking? Oh no,
Aviv Leibovici:no, no, sorry. Yeah, good point. I get you No no, this is not a live thing. Anyway, it's not a thing because it doesn't live analyze the data it has to upload it
James Faulkner:know for sure. Yeah. For sure. Yeah.
Aviv Leibovici:You know whenever when you when you're back at the office,
James Faulkner:right but that is an SD card Correct?
Aviv Leibovici:Or no or just you connect the cable. Oh, it's a small camera you can just take it out
James Faulkner:Right but it has the memory in it and then you're transferring the files from the folder of the device or you do take up the dusty here okay, got it. Yeah, gotta clear now.
Christian Hamm:So tech tech guys just getting into the nitty gritty...
James Faulkner:It's not because I think what you know, a podcast like this is trying to do is whoever is listening is going yeah. How do I do this? Yeah. You know, and and, you know, as we go through time, there's going to be the unclick of occation of all this stuff, because it reminds me of back when we started site Max, when they're like, Can I do my daily report? We have digital cameras. I'm like, This is stupid. Why are you guys doing digital cameras when that we can make an iPad application? And it's all in one. Yeah, you know. So I mean, there's, there's, there's taking out the step, obviously, as time goes by, that's going to happen so that you don't actually have to go and attach a cable to a laptop and upload it, you know,
Aviv Leibovici:No these things are, are very important. You know, the first, our very first projects, we had this thing, we didn't know how to get the files. So we would open up a Dropbox account for them and give them the credentials to that, but then some sort of striping starting to, you know, it was a headache. Yeah, I gotta give people a headache when you're just trying to help. So yeah.
Christian Hamm:Now, in terms of the actual product itself, like I hopped on, you got to slick website looks really nice. And going through some of the product shots and stuff like that. It almost looks like, you know, pull planning, sort of, in a way, you know, where you've got like, all these little things, you're just like, these are all things that need to be done. These are all the data points in your pole pole pole pole pole, because you basically have a whole grid and my off is that the basis of the...
Aviv Leibovici:Your bang on. So this is the, the the whole concept of how this would be used. The best was started from us sitting in on such like weekly subcontracting meetings. And just thinking, Okay, this event is an event that should be run with that information. That was back in 2018. Fast forward to say around six months ago, we released this feature, we call it thankful hacker. But anyway, where you can actually do short term planning, have any current very poor planning. to actually do that, in that you're set, you're basically sitting there saying, okay, so we agree that you're going to do this, this and that here. And here, you pull it all. And then and then at the end of that week, it will tell you, who did what, of what you discussed last week. And then there's this whole concept here of saying, Well, you have a supplier here, member of your supply chain that is consistently doing only 50% of what you guys are discussing. So either you change their resource somehow, or you change what you're planning, because right now it's not working.
James Faulkner:Right, that makes sense.
Christian Hamm:I think like the Holy Grail. For me, it's not just construction software, although it's very applicable to construction, because it's so many pieces of a project that need to come in one after the other logistically, but to be able to look at something hope, preferably one thing like one screen, that gives you the pulse of the project, that gives you kind of like the sense of I know exactly where this is at, even if it's just floor one floor to floor three. But to see very clearly, like you just like you just describe this one subtrade has consistently shown not showing up or consistently behind in their efficiency or their productivity rather. And so I get the the idea that, like a superintendent or project manager or engineer could jump on and very clearly get a sense of this is something is critically wrong, or oh, this thing's going real smooth.
Aviv Leibovici:Yeah, yeah, it's exactly that. And I think it's um, you know, we did this webinar with EllisDon, a while back. And the Senior Superintendent there, he said something that I think really, really is a lot of the essence of Buildots. He said, It's not that, that the reason that I don't have accurate information without billets is because it's really not he goes because anyone is lying. It's because there are different perceptions, A and B. There are different levels of experience. He says my assistant Supers, walking around looking seeing something do not understand the magnitude of what they're saying, As if I would see it. So this still goes around, but it's all the information shows me something says 60%. At the same time, as the guy is telling me oh, we finished that floor. And that's a trigger for me to say, Hey, hold on. Why are you thinking that you first want to 60 What's the gap here? It gives me the experience. Do I have all the experience now I can?
James Faulkner:So is that essentially what you're doing is you're to date before Bill dot. Everything was Subjective Truth. And now yours is objective. Yeah. Yeah, basically. Yeah. That, obviously is the core of it. So I mean, it is, as this seems like a very progressive software that, to me is where things are going and but Have you have you heard any sort of pushback of from sub trades or like, I don't care what your camera says, I know, blah, blah. I mean, I mean, you can imagine the sort of resistance to that. So like, Do you have any, anything you can share there that you've gone? And you've had to come in and defend this to some degree or?
Aviv Leibovici:Well, I've, you know, in the very early days, I've had cases where I was playing wrong. Was, was it's actually, you've learned so much about construction only when you start being there, when you can hear everybody to explaining the theory to you. And then you're there. And I used to on our very first project, the actual paint project was there in London, I used to visit it every week. And I'd sit in on the weekly meetings, the end of maybe week three or something, they're meeting, I go in, and go this guy's home, Nathan, there's something weird going on here. Because you see your first activity in the sequence is at 0% on these two floors, but your second one is at 100. What's happening? And he looks at me and says, The Why does your stupid software show this is first and this is second? This is my first kind ever. Okay. Yep. I don't know. That's why they pulled through your schedule. That's why Yeah, schedule while you're looking at my schedule, as if it's true. That second, so many things on the place, but we've had, yes, such issues where we, you know, we just took the schedule as fact, we've had issues where the proper analysis that went a bit haywire at first we thought, so adores it thought that was balls and stuff like that. But eventually, what we realized quite early, is that because of the nature of this industry, and not just that, because I think, anyone, if you're giving just a piece of information, saying something is 40% done, and what are you meant to do, then trust the computer? You're not going to do that, especially not when it's a relationship between, you know, a general contractor and the subcontractor and everything? Yeah. So you can always drill down in there you see 40% of walls that are taped, or have ducts that are installed, you click it, it will show you here's an image of the floorplan with every piece of duct that you should install, marked in green, those that you have had you have installed, and you click the ones that are not green, you will see an image of here is where a duct should be, and it's not here. Gotcha. And then there's no, you know, no sort of friction around this this truth is that's not
James Faulkner:That's awesome. Nice.
Christian Hamm:It is a real problem, though. But just like when you have the real data, it doesn't lie. Nothing on a construction site in its current state is lying to you, if you're looking all at it together or with like James was saying, an object through an objective lens, not necessarily objective eyes, because it let people can translate what they want right now. Yeah.
Aviv Leibovici:So I'm still, let's say that I, you know, let's say that you did all the work, every work and every floor, every package, but 95% of each of them. So, in my world, because my world is, you know, this type of does it just math, it will say your project is 95%. Done. Now, you guys, and I can agree that if I have 5%, left everywhere, it's not going to take me 5% of the time. So am I really getting the 5% project done? That's still up for somebody to analyze and make their decisions. But in terms of the facts of what's done, what's not done, I'll give you that.
Christian Hamm:Yeah, so are their weights put on things then like if all your your plots or your points are plotted? Right? Or their weights, but on certain things? Because just like you said, like, if Oh, gee, the dry walls on your gyprock is on? It's it's all there, all the walls are covered? Or 90%? Complete? Well, now you got to take you gotta mud, you got to send you got to finish you got to paint. Are there weights that you put on certain things? Or did you just add more data points to the progression of that line?
Aviv Leibovici:Yeah, there is what we will basically what we'll do is we'll look at your schedule, and look at what duration you gave each of these tasks in the schedule. And if you gave, you know, basically boarding up, I don't know, 10 days, then right at the end or protecting five, that I'm assuming that it's twice as hard to build the wall than it is to tape it. Right. Right. Right. Okay.
James Faulkner:So with your scheduled is there an initial analysis of the schedule that your software does?
Aviv Leibovici:Not so much what it does do is basically because we try to, there's a thing where we will build into the system, we call it the operational sequence. Yeah, the thing that will be discussed in poor planning meetings, and it's gonna be that that's not the same level of detail or breakdown as the schedule. My my standard example is your schedule might say MEP roughing, but you're not sending anything Want to do MEP often you're sending someone to do mechanical work. So we then need to connect the two, we need to tell the system, mechanical and electrical and plumbing rough in are all part of this line in the schedule. And if there's a gap, meaning if there's something that cannot be connected anywhere, or there's something here that kind of be connected anywhere here, then we will flag like, did you guys mean not to, you know, schedule tiling, which you have in your design, but it's nowhere in your schedule.
James Faulkner:Okay. So if there's a schedule change, like authoress schedule change, something happened, I don't know. Tornado, something, something that changed dates? Do you guys reanalyze that? How do you guys map the differences as that work? Or does that? Is that disastrous for youy guys?
Aviv Leibovici:Yeah, no, because this because the, the the data and the system will still be the core of, you know, the progress of the design elements isn't just mapping it to the schedule, you change the schedule, it will remap? You know, it might be that, let's take a silly example, let's say you need to build one wall and install one socket. And beforehand, based on your schedule, I said, you're 50% done, because you built the wall and didn't install the schedule a socket. Now you redo your schedule, so that the socket is like five months, suddenly with the same, the same information, I will say that you're far less percent done. But that's going to be an automatic thing. Just retaking your new schedule is not.
James Faulkner:So, excuse me for being naive here. But so is the, the, you're building the schedule in your system?
Aviv Leibovici:A similar thing, yeah, we call it the building sequence. And it might be a bit different. But we work with the project team to understand how are they going to manage it? What is the physics of the subcontractors? And how's that gonna look?
James Faulkner:So if somebody builds this in, like Microsoft projects or something like that, they can they upload that into your system? And you guys read those? Okay, and then, and then that basically is the French that you've turned into the English sequence. Yeah, you guys translate it, basically.
Aviv Leibovici:Yeah. Okay. We need some input from the site team, you know, yes. Because, okay, cool. unwritten knowledge. But yeah,
Christian Hamm:One last product question. I mean, I'm sure there's more button, then we get talking about last inefficient inefficiencies in construction in general. Tell me this, the whole objective subjective thing, if Superintendent John Smith, okay, builds a building, and he uses Buildots. And it's a standard building, say he's building distribution warehouses. So similar to and that's what this company does. And then, you know, it's relatively straightforward. And he goes, and does that. And then the next building, he's using Buildots again, if a construction schedule is put together for that, and then let's say it's or the activity sequences been put into Buildots, will it take from the previous job? Like, is there like a learning of like, oh, this is how this happened. And that's how that happened. Oh, it was a little bit of a mix up there, whatever, does it take an aggregate of how it all comes together and says, John, you're not building this building two months faster. This is what happened on the last job, you're lying, you know, your, your, your, your activity sequences out of whack your construction scheduling true. This is how it's actually going to be is there a learning thing in there?
Aviv Leibovici:So there are two things a company level, we will do that with you give you the aggregate of all that data to give you an one company that does a lot of office spaces, did a lot of projects with us. They actually asked they said the way they extended is look, when I want to create a new construction specify a new project. I look at the design. And I think to myself, how long is ductwork going to take here? You know, all the eight days? They say they wanted tell me? How long does it actually take us? And and what are the factors into that. And then we started doing this work with them and showed them that in the ductwork example, it takes anywhere between seven in the best case to 13 on the average case, and then up to like 19 working days to complete a floor. Well, that actually instigated is them suddenly asking, well hold on. When do we do seven? And when do we do 13? On average, because we want to do seven? Yeah. started this learning curve with the data and looking at anyway, it's a whole story about potentially using flex ducts to connect the last piece to the AC unit rather than rather than, you know, whatever you call it, non flex ducts. Because whatever it enables, the other thing is on a project level and on a project level, what will happen is recently we were there was an article about our work with a project in Manhattan was a thing that I mentioned about scheduled file scope, which is a term I heard from one of our clients in California, instead of false hope is basically when you've done work thus far, you are delayed against your initial schedule. But now you suddenly have a new schedule, and you're going to finish on time. And our system sort of started, we started thinking about that. And then I will tell you, Look, you're currently on schedule. But just know, in terms of projections, just I take the pace in which you're doing whatever it is sprinklers in this current pace, you're going to finish sprinklers, three months after the last date of sprinklers in your schedule, you know that maybe you're in control, you know that you're going to expedite that much. But just know that that's what this now says. And then two weeks into it, if it's still three months late, or even worse, then you have a problem. And that's the sort of thing that telling you Look, this is not real.
Christian Hamm:Right. You know, that's an interesting thing. Because oftentimes in construction projects, you know, when you're looking at Billings, and accounting and stuff like that, it's usually like a monthly review or monthly reconciliation. So you can bill the owner and you can do all these different things, see where your costs are all that etc. And you know, what you kind of address schedule in a reactive way. Oh, shoot weather, oh, shoot logistical air, Oh, this guy didn't show up? Well, this cruise taking too long. I would imagine kind of what you're explaining there is, again, your software is analyzing the pace in which you're doing things. And yes, it looks like you're on pace within, you know, plus minus a couple of few days. But really the pace at which this is happening? Does it give them like a heads up like, actually, you to holistically?
Aviv Leibovici:Yeah, we call it delay risk mitigation. Basically, here's where your delay risk is at and do something about it. We recently had a job they both 400 or our building 400 apartments. And very early into the process. This showed them that drywall is going to be immensely delayed. And very early, they just added another substrate of drywall and split the work. And they say that it's Saturday, they obviously they knew that they're having problems with drywall, you know, I don't think this piece of software will ever tell someone something of that magnitude, like someone is saying that they don't know. And if it will, then that's not a great project. But this showed them the magnitude, it gave them the party evidence, it gave them the exactly what that's going to mean down the line. And then they started having discussions with that subcontractor, like two or three weeks that they have to do better, they couldn't they said, well, in the current pace, you're going to be three months late for me. So I'm, I'm bringing someone, someone new, and that then comes into play with this short term planning as well. Because if you build a plan to one of your trades now until say they they're going to do 20 apartments or two floors, or whatever, next week, this will come up and say, okay, just know that on the previous five weeks, the best they did is 12 apartments, and the average is eight, and you're currently planning 20. Now maybe, you know, maybe that you have a reason. But notice...
James Faulkner:Yeah, that makes perfect sense. You know, what I really like about this solution that you you guys have invented here is that, you know, besides uploading the schedule, and that stuff, and some of the initial data that you've got to put into the system in order for it to, you know, have enough information to compare against, this isn't an additional thing to do in construction, you're not necessarily replacing something that there, they don't have to do something twice. That's really nice. So like, if a company is like, listen, we were just getting our ass handed to us here in terms of costs and efficiencies. It's a joke, you know, we've got we gotta get a handle on this. Our schedules are always delayed or else calls costing more money. I've heard this Buildots thing. Why don't we let's let's pilot this thing and see what it discovers in our company. It's going to maybe it's going to be the investigative detective on what the hell we're doing wrong here. So that's the cool part is is that you can bring this on as a solution to problems rather than, you know, other software. I mean, even our company, you know, say Mac's for instance, they have to stop what they were doing. And now there's the rip and replace part. Whereas yours is the add on for blue skies. It's very cool.
Aviv Leibovici:For better or worse. Yeah, I agree with you, but for better and worse, because also it is very hard. And this is for humans in general not just construction to get used to something new.
James Faulkner:But the benefit is so so significant, though. I think so I do too. So the on the is there a time when you can see that? Okay, this this just to two trends sort of intersecting here. One is You know, when you're building hospitals, airports, you know, very expensive infrastructure. There's 3d is everywhere, you know, but smaller projects, it's 2d drawings, it's still PDFs. Is there a, any kind of an AI analysis you guys can do to conceptualize 2d drawings to have a 3d mindset. Like, in order for it to know where it is. So it can analyze a 2d drawing, it knows where it is, and knows what it's doing. It knows windows are here, and it can provide a data 3d landscape, not a visual one, but a data one based on elevation, etc, that your cameras can then cross reference, is that something you guys are working on? Or is that oh,
Aviv Leibovici:I have a very unsophisticated answer for you. Okay. We are not working per se, on that. One of the challenges is that you look at electrical drawings from Israel, Canada, EU, the US and the UK. And they're all very different in how they mark things. Okay. Yeah. Well, we are the thing, which is the unsophisticated part is, if If a customer asks we just did this with one customer in Canada, is we take the drawings, we give them to a third party that just knows how to take 3d drawings and put them in a 3d model, and then we use that.
James Faulkner:Nice. That's cool. Yeah, that is pretty. So it sounds like you guys are building with no window. Yeah. All walls.
Christian Hamm:It's done sounds like I mean, every customer story you've shared is in a different part of the world. You seem to have customers dispersed all over the place. Do you notice? And I guess this is kind of, you know, into the inefficiencies thing. Is there any particular part of the world? You know, Europe, North America, otherwise, that is particularly inefficient?
Aviv Leibovici:Well, there is one part of the world that is particularly well, efficient is a complex word. Let's call it a particularly efficient and I will explain and that's Japan. Yeah. We've, we've seen in Japan, it's crazy. Yeah, we have all these metrics, and they're like off the charts. And not just that we have we actually have a customer that did one project with us. And then they told us, Look, we have a problem with your software. Like, okay, you tell feedback, it's good to tell you goes, well, your software is meant to control the progress and to avoid delays. But I don't I don't have delays. I don't need it. And when a construction company tells me I don't have the lace, I don't need it. You know, my my ears are suddenly you. Excuse me? What now?
Christian Hamm:Yeah, it totally. What How are you doing?
Aviv Leibovici:Japanese construction mentality is such that, if you are my carpenter, and it's clear that you need somewhere between eight and 12 men next week, to get enough job done, you will bring 13th Because you have to make sure that you will do everything. Because that's like, that's how it works. So they get things done on time. I say that it's complex, because is it efficient? Do they not have a lot of men walking around? They were not really efficient? Very well be?
James Faulkner:Wow. So So what does that what does that mean? Yeah, so does that mean that they don't need you then? I mean, was it was that was that the fait accompli? Was that it like, build?
Aviv Leibovici:I gotta tell you, we started thinking about it. But we realized that it's very different than the, you know, I talk about construction. Why do I say I say that? You need this tool in your weekly meeting, because it will drive accountability. They literally do not have an accountability problem. Nobody will ever say something that they're not completely sure. Right. I still think this tool has a place there, especially with them solving this problem by quite over resourcing maybe. Yeah, I mean, it's just very different. And I couldn't get my head around that.
James Faulkner:OK, so what's the antithesis of that? So there's Japan that's like, alright, don't need it. And there's other places you'd like, holy smokes, that is not the difference.
Aviv Leibovici:I don't think there's any particular place there is types of I mean, the bigger the project, the more you see it. One of the metrics that we, you know, this whole, this whole sort of thing of inefficiencies is what we did in the start of the year, is we thought to ourselves, you know, what, we have construction progress data. So many projects, nobody has ever had anything like that to try and analyze and derive any sort of insight. So we analyzed all the data from all the projects, or from all the projects, but But 60 Something, projects, to show trends. And we measure different sort of metrics. And one of them was we call the area utilization. You think about it, you have, I don't know how many square foot of a project that currently exists and can be worked on how much of that has been worked on in a given week. And the total average of all the weeks of all the projects was, I don't remember exactly 40, something percent, maybe 4746, something like that, around 50. But when you take it to projects that are a million square foot and above, that's now the average is like 12. So 90% of that project is just standing still there every week, right?
James Faulkner:It makes sense. Well,
Christian Hamm:I'll answer the question for you then have you have in terms of what's Where's really efficient, inefficient? Because I'm sure you've got customers all over the place. You don't want to single anybody out. That's fine. We get it. But here where we are. We're, we're in Vancouver, in Canada, and I'm sure there's other cities in North America. But when you have things like the problem you describe, like the one in Japan, oh, we're doing this part of the activity are scheduled next week. Great. 12 to 13 men you say, okay, 4 show up. You know, it's just...
Aviv Leibovici:I will tell you something, though, from experience, and this was talking to construction people all over the world. Everyone thinks that their industry is the worst. See, because it's, I think, I think it's part of what makes construction succeed. It's people are so used to facing difficulties. And that's like the mentality, you know, I'll get it done still. Right. But we see these sort of things everywhere. I mean, it's with this new tool. Now, one of the things we're doing is we're measuring the PPC. So that's like the percentage completion of that weekly plan. Common studies say that that is around 50%. On average, I looked at real data from real projects that is automatically collected. It's like 2030. And that's across the 20 to 30%, of what we discuss in a weekly meeting. It's actually done that week. That's not in Canada, that's not in the US. It's not in the UK, that's everywhere, everywhere. And it's just, it's just the way it is.
James Faulkner:Except Japan.
Aviv Leibovici:Except Japan.
Christian Hamm:I mean, that just I don't know. Yeah, and I didn't want to necessarily maybe blanket the industry over here, there are obviously certain companies or pockets that just are exceptional. And they will have the manpower and they will attract the talent, and they will get things done, and they will knock it out of the park. But I think culturally, Japan is just doing something different.
Aviv Leibovici:Yeah. And it's also I will tell you, for instance, okay, we worked on a few, we worked on a project where the client was a very, very, very big tech company. And then you find out that suddenly, there are certain owners out there that just tell the contractors look, it can cost a bit more, if I get a better product for it, and more on time, I'm happy with it. And they had this job, it was a, it was one four of a building, they were redoing one floor 10,000 square foot. And they had two superintendents there. And then I asked them, How get how do you guys have to support supers on this job. And they say, well, our client told us that they want the staff to, and they will pay extra, because they want to make sure that there's always someone to control things, even if one guy is sick or whatever. Right? So suddenly owner mentality can really affect things because when construction operates in 2% margins, and obviously everyone is you know, trying to do whatever they use know for sure that they have to do and nothing more to not lose money.
James Faulkner:It's almost as though that I wouldn't, I wouldn't say that. I think I don't know if foul play is really the the word for it. But it's more like we talked about the fact that businesses are trying to show up at other businesses to do business. And the priorities of a sub trade, for instance, they have their entire company schedule on multiple projects over different locations, which is their priority. And those don't always intersect with the same priorities of a specific project. So I wouldn't call that foul play, but I would call that their own personal or their own corporate optimization leads into the fact that there is a difference between the subjectivity of to them they might be killing it because they were able to like thin out their workforce to be able to distribute it over you know, a certain geographical area to be as efficient on projects and do just as much as it is to keep all clients happy. But to this specific project, it seems like they're just underperforming maybe they're just underperforming everywhere but their company's profitable as hell yeah. Yeah. You know, so. So that's, that's an interesting Part. Now, there is when do you think that there's a sort of you were saying, you know, Japan versus, you know, other areas in the world? Has this sort of the climate of people having their own, you know, rights? And, you know, I get to not gonna show up to work if I'm not feeling well, or, you know, COVID kind of ruined it for everybody. How did has, is there a social fabric element that you have identified? Geographic geographically, you, you, you feel that the percentages of efficiencies are higher and lower?
Aviv Leibovici:No, but I will tell you that as a back of this study, I took the a few of the projects that were like the best performing of all those 64 projects, and asked whoever was running that project to sit down and just chat about what they do. You know, so what were they so special, and the one word that kept coming back as collaboration, the one word that kept returning, because these were project leaders that were all about, I work with my supply chain, we work together, that's the mentality that drives that. And I think the, the point that I like is that this day that really helps that. Because when you want to work together, and suddenly there's no, you're saying this, I'm saying this, we're arguing, we're blaming whatever, it's just, look, this is what it is. And it's those kinds of customers to tell me, I just want to know, who caused the problem, even if it's die that caused the problem? I want to know nickelsville problem corrected? Yeah, I don't. So to bash someone's head in, I need a tool to help us, you know, move forward.
Christian Hamm:Well, I mean, I mean, that does sum up the whole thing pretty well. Like, to James, your point, you know, we talked about it a lot. Construction sites are whole bunch of companies 30 to 50 Different companies, contractors, showing up at a really big companies job site, right. Every company has got their own ambitions, their own objectives, their own ways of doing things. That's a mess, right? To really, truly in do you just throw a piece of software on there, and all of a sudden, all remedied, it can help really can. But the word that you use their collaboration, I think those that are truly able to collaborate the best for the for better or worse, with there's problems going on, or it's all just amazing. Those that can collaborate and that can coordinate all those other companies, all those contractors, despite all their differences in the way that they do things. Those are the ones that are going to be truly more efficient than others. I think it's pretty cool.
Aviv Leibovici:Those people that don't see it as oh, I need you to make a bit less money so I make more money rather, we can all just make more money.
James Faulkner:You know, you guys are you know, the I think it was originally called Cyclops that they had the Tennis Championships, you know, that shows if the ball is out or not. Oh, yeah, you know, that's kind of what you guys are you got people playing the game and they're like out and it goes I challenge and suddenly Gabriels. Oh, well, well, again, there it is. It's out or it's in. You know, that's, that's really got a bit of a pain right? So you guys are in the business of figuring out if it got any paint on that line? Or chalk at Wimbledon so like you know, that's that's a it's an it's a great thing because the entire crowd is uncertain. Until that comes on the big screen and proved everybody wrong, their own suspicions, their own biases, everything. So yeah, I think that's and and that, culturally, settles everybody. No one can can refute that camera. Which is awesome.
Aviv Leibovici:It's exactly that if you just you know, one of the first examples is Miss sitting in on a weekly meeting on Friday. The Super ask this guy, what are you going to be done on little four? Sisters? They gotta tell us. Super doesn't matter. You cannot do Thursday. Come on. No way. No way. No way. He needs to come in on Wednesday. You gotta be done Tuesday. They end up agreeing on Wednesday. Then they come back next Friday. And he asks them what so what swift little for? The guy says, I'll be down on Wednesday. Now I'm sitting there like, oh, man, but nobody. Nobody's too bothered. Okay, then go to the super until how? I mean, you agree Wednesday, after back and forth. He's not telling you the next one's day and you didn't flip out. He looks at me and smiles and he says, Look, he said Thursday because he thought that's something that I can hear and he's reasonable ice said Tuesday because he said Thursday it's a knee jerk reaction. I just take two days off to apply pressure. We agreed Wednesday, but here we are a week later and reality has struck us both and the reason we do it this way is because we don't have another way. It's not because I'm an idiot. This is literally what he tells me. You might think I'm an idiot. It's not because I'm an idiot. It's because that's what we have. And now when I tell them again when they can tell them but you remember that last week you didn't do it when you said when they saw now you got to do it for and it's exactly that nobody in that room really knows. Not for real,
James Faulkner:Right? Oh, yeah, sounds dysfunctional.
Christian Hamm:Yeah. Well, I mean, there's always a bit of a I don't want to say game but there's a dance there's a dance that is that is laid a little bit between contractors and generals and all that kind of stuff. But I think that this can throw this in here not to segue too much but that Wimbledon final match there. Where they're not did you guys not see so many stinking calls that that? Are that that Ump was like oh in Oh is like Challenge Challenge Challenge. There's like a 10 of them. I know that lots for so many were overturned. I was like, What the heck, that's not even a need for the Empire or the Ump or whatever he's called.
James Faulkner:I know. Yeah, they're there for for Yeah. For the fashion.
Christian Hamm:Yeah, it's just part of the... Yeah, exactly. Exactly. Yeah, they're figureheads. But if we're gonna get to a few wrap up questions to get our audience to know a little bit more about you. But if you were to sum things up, talk about efficiencies or promote Buildots, whatever you want to say to. You know, maybe your customers listen to this. Maybe your team listens to this, but our audience, what would you what would you want to say? What would you want to leave everybody with?
Aviv Leibovici:I think there's this guy. He works with us. He used to be a CEO of a midsized construction company here in the UK, and the chair of the local contractor Trade Organization. He says I love construction, and I want everyone to know it. And I don't come from construction. But in five years, I have come to love construction. And I keep saying that no matter what after Bill does with Bill. I'll stick around. And I think that the only way to tackle such a huge challenge is by you know, figuring stuff out. And for me, I want to build up to be part of that part of that collaboration. There's now collaboration and edit the tool and everything a part of the way to seek new ways of doing things better, because it is extremely inefficient to no one's fault. Literally no one's fault. It's just a crazy thing to do. to rock up on some piece of land and build a building for the first time with the with the team that is the first time that they're working together and everything. It is nuts. But eventually, because of that it's very inefficient. And I think it can be it can be different.
Christian Hamm:Well, very well said. And in terms of a love for this industry. Construction just has that effect on people. Yeah, yeah, pretty incredible. All right, three, we always end rapid fire round of questions. They have I hope you didn't look too closely at these doesn't matter if you did, but off the top of your head. Let's rip through these. Okay. All right. What is something that you do that others would think is insane? And this is you personally?
Aviv Leibovici:Well, it's something that I do. The other thing is saying, it's a difficult question, though. Um, you know what? I? Well, it's found a life but I work Fridays because I live in London. I work Sundays because the Israeli office works on Sundays. And I work Saturdays because I need a day when nobody's in the meeting with me. I just need to do.
Christian Hamm:So you're working all the time. That's good. Oh, there you go.
Aviv Leibovici:Baby. Now the baby now is causing some disruption to that whole thing. I'm figuring it out.
Christian Hamm:Oh, yeah. It's a whole new juggling act. But that's, that's a great response. Okay, if you weren't in, let's say non construction related, even though you love construction, if, if you weren't doing what you're doing right now. Okay, building Buildots. What would you be doing?
Aviv Leibovici:Oh, well, if we're not talking about any strings attached, I'll probably be involved in some animal welfare organization or the next.
James Faulkner:Very cool.
Christian Hamm:Are you doing that now?
Aviv Leibovici:If it could be good enough play tennis or golf, but I'm not
Christian Hamm:like all of us. Yeah. It's like,
James Faulkner:two hard sports.
Christian Hamm:Yeah, no doubt. All right. Last one. Obviously, we're the Site Visit. We're a construction podcast. From your years and now growing to again love construction and go to sites and see your customers. What is your favorite or most memorable story from a job site?
Aviv Leibovici:Well, it's going to be the last one you'll excuse me course. Yeah, that's mine. So on our first job ever This thing picked up that they had prefabricated, external wall panels that also had the opening for not the window itself. But the opening for the window. This system rocked up and showed a number of these, I think it was three that were just lips when they were installed. So the window was now like, way out of place on the other side of the wall. And I came to the one of the SuperS there that was involved in that, and I asked him, Look, Mark, I don't want to know how much time this saved for the project or money for the project that I'm discussing with others. But tell me how much of your time would have been spent. If this had only been found out later down the line, how much of your time was saved, and he looks at me and says, My Time, My Time, five years of my life that I would have lost due to stress. That's how much time and i i honestly a since then I take that with me. And I realized that as much as I'm trying to do something that will help, you know the construction industry, it's also to help the construction professionals that are just in an immense, unbelievable stress and condition. And if I can do something for that, that's like it's a good day.
Christian Hamm:Oh, that's that's very well said. We haven't heard a story like that before. But those construction professionals, you know, a lot of these projects, they're pretty key markers in their professional careers, and they take them with them. Every project is part of a resume, every project is part of a journey. And when something goes awry, like that, it's can stick with people. So that's a pretty good, some summation of that those sentiments there. Of if it's fantastic. This is a great conversation, to hear your story, the Buildots story. And we definitely look forward to doing this again, we love doing follow on episodes and I think you guys are on a pretty sweet journey.
Aviv Leibovici:Thanks again, yeah, I'd love that. Thanks for having me.
James Faulkner:Thanks very much for having me. Well, that does it for another episode of the Site Visit. Thank you for listening. Be sure to stay connected with us by following our social accounts on Instagram and YouTube. You can also sign up for a monthly newsletter at sitemaxsystems.com/thesitevisit where you'll get Industry Insights, pro tips and everything you need to know about the Site Visit podcast and SiteMax the jobsite and construction management tool of choice for 1000's of contractors in North America and beyond. SiteMax is also the engine that powers this podcast. All right, let's get back to building!