Stedman Howard

Homes

Homes I ran as project manager for the builders credited on each one. The design and the craft belong to the architects, designers and trades; the schedule, budget, selections and client relationship were mine.

About

Other work

Experience

1. Dec 2025 – present

   Project Manager

   Davis Properties of Tennessee, Nashville

   • Lead luxury custom homes ($5M–$10M+) from start to closeout, owning budget, schedule, selections, subcontractors and client communication.
   • Built and launched a punch list app that tracks closeout items with photos.
   • Built a live, company-wide directory of 346 subcontractors, vendors, designers and clients.
   • Tie vendor lead times for millwork, masonry, HVAC, lighting and tile directly to each job’s schedule.

2. Jun 2021 – Dec 2025

   Project Manager

   White Pines Building Group, Nashville

   • Delivered luxury homes valued at $2M–$6M from start to closeout, on schedule and on budget.
   • Led subcontractors, vendors and field crews of 10–30+ per project.
   • Served as the client’s primary contact through construction and closeout.
   • Introduced new processes and digital tools, including AI, into the project workflow.

3. Jul 2020 – Jun 2021

   Project Manager and Sales Representative

   Showalter Roofing Service, Nashville

   • Managed and sold residential and commercial roofing projects from inspection and estimate through completion, exceeding sales goals.

4. Education

   B.S., Engineering Technology Management: Construction Management, with a minor in Business Administration. The University of Tennessee at Chattanooga, 2020.

5. Tools

   Scheduling, procurement, budgeting and estimating. AutoCAD, SketchUp, BIM, QuickBooks and Excel. JavaScript, HTML and Firebase for the tools I build.

What I do

• Schedule

  Build the job schedule, tie the long-lead items to it, and keep it true as the work moves.

• Budget

  Own the budget from estimate through closeout, and keep the client current on where it stands.

• Selections and procurement

  Run selections with the client and designer, then get every item ordered early enough that the field never waits on it.

• Trade partners

  Lead subcontractors, vendors and field crews of 10 to 30+, with clear scopes and a sequence everyone can see.

• Quality and closeout

  Walk the work, catch problems early, and track every punch item with a photo until it’s done.

• Client communication

  Be the one call the client needs to make: regular updates, straight answers, no surprises.

• Process and tools

  Build what the workflow is missing, from scheduling habits to a punch list app and a company directory.

• Roofing

  A year managing and selling residential and commercial roofing projects, from inspection and estimate through completion.

How I work

1. Plan the long-lead items first

   Millwork, masonry, HVAC, lighting and tile set the pace of a luxury build. I tie each vendor’s lead time directly to the job schedule, so an order placed late shows up as a problem this week, not a surprise four months from now.

2. Be the one number the client calls

   Through construction and closeout, the client hears from me. They get regular updates, and when something goes wrong they hear it first from me, with a plan, before they hear it from anyone else.

3. Keep the information in one place

   A custom home touches hundreds of people. I built a live, company-wide directory of 346 subcontractors, vendors, designers and clients so nobody on the team is digging through old emails for a phone number.

4. Finish what was started

   Closeout is where good jobs go quiet. I built a punch list app that tracks every open item with a photo, so nothing counts as finished until the client can see that it is.

5. Use new tools when they earn it

   At White Pines I brought new processes and digital tools, including AI, into the project workflow. The test was always the same: does the crew in the field or the client at home get something real out of it.