The Leadership Behind the Work
Justin Dubrow
I lead residential construction projects so owners don’t have to carry the project themselves.
I spent my first ten years as a construction manager before moving into owner representation. That’s more than 25 years inside high-end residential teams—long enough to see what allows projects to move cleanly, and what quietly slows them down.
I understand the mechanics of construction. What makes the work different is how I lead the people.
How I Lead Differently
Most owner’s reps bring construction experience. I also bring formal training in how people make decisions under pressure and how teams perform when stakes are high.
I’m certified in Executive and Leadership Coaching and High-Performance Team Coaching through Erickson Coaching International, and I’m completing Advanced Team Coaching through their program. I’m also trained in negotiation through the Black Swan Group.
That combination of construction judgment and applied psychology lets me see where momentum is building, where it’s leaking, and what needs to shift before friction becomes expensive.
I know when to step in, when to hold space, and when a decision is ready to move forward. My role is to bring clarity, pace, and confidence to the process.
How I Lead Projects
I stay close to the team and ahead of key decisions so momentum stays intact.
Decisions arrive with options.
Tradeoffs are visible.
Tension becomes productive instead of corrosive.
The result is a project that stays aligned as complexity increases—without anyone having to over-manage it.
Who This Works For
This work fits owners who want to stay connected without becoming the center of their own project.
It also fits teams—architects, builders, and consultants—who want leadership around decisions, alignment, and momentum, regardless of how the project is structured.
When leadership is clear, teams perform better, decisions come easier, and projects move with far less friction.
If that’s the kind of project you want to be part of, we should talk.