Safety excellence isn’t a destination, it’s a discipline. Built on intentional leadership and behavior-focused programs rather than optics, Valley Interior Systems has established a powerful foundation for change.
On November 20, 2025, as AWCI’s director of technical services, I had the privilege of coordinating an AWCI Safety Peer Review at Valley Interior Systems. This wasn’t a solo endeavor; I worked closely with the Valley team to dive deep into their operations. Joining us to observe the proceedings were AWCI CEO Mike Stark and AWCI President Jeff Dreisewerd, whose presence underscored the importance of the work being done on-site.
What we collectively observed over the course of the review was not a “program on paper,” but a living, breathing safety culture. It is a culture actively evolving as the company transitions from its family-business roots into a sophisticated corporate operation.
Throughout the day, Mike, Jeff and I witnessed a level of engagement that is rare. The conversations were candid, the strengths were obvious, and the opportunities for improvement were real. Most importantly, the willingness of the Valley team to confront both their successes and their challenges was unmistakable.
From the opening discussion to the closing reflections, one unifying theme emerged—safety at Valley is not treated as a compliance checkbox; it is increasingly becoming a shared responsibility anchored in trust, communication, and disciplined execution.
Safety Engagement Starts with Trust
Early in the review, a participant shared an observation of an unsafe material-handling practice involving a window frame. What followed was not defensiveness or finger-pointing; it was a constructive, solution-oriented discussion focused on safer methods and better communication. That exchange set the tone for the entire review.
Johnny Galvez’s leadership as the safety coordinator for Valley Interior Systems was repeatedly acknowledged throughout the review. Johnny did not reach the safety department through a corporate ladder; he climbed the ranks from the field as a journeyman finisher, earned the workforce’s trust and later transitioned into safety leadership.
That credibility matters. When safety professionals understand the work at the point of installation, the message lands differently. His commitment to conducting orientations in both English and Spanish is not symbolic; it removes one of the most persistent barriers to effective training in construction today.
Trust also runs laterally across the organization. Employees are willing to ask difficult questions. Forepersons are willing to engage the safety team. Superintendents are willing to pause production when exposure is real. That alignment is not accidental; it is a function of consistency, visibility, and earned respect.
Valley U: Where Training Becomes a Culture
Valley U is not just an internal training platform; it is becoming the backbone of Valley’s workforce development and safety alignment. The structure provides the following:
- Clear onboarding standards
- Documented core competencies
- Defined promotional pathways
- Role-specific expectations from apprentice through superintendent
Multiple team members referenced Valley U as the framework that “fills in the gaps” between safety, operations, and career development. That matters because safety performance is inseparable from production expectations, quality standards, and leadership accountability.
In-house training at Valley is delivered by the company’s safety professionals under the leadership of Chris Sanders, vice president of safety, who serves as the backbone and driving force behind the safety program. Chris’s influence is evident not only in the breadth of training offered, covering fall protection, scaffolding and MEWP operation, but in how that training is delivered.
Sessions are intentionally hands-on, with a clear emphasis on current regulatory requirements, followed by practical application rooted in real jobsite conditions. This balance between compliance and constructability reflects a mature approach to training and is consistent with what we see industry wide as most effective for building competency, retention, and long-term safe work habits.
Upper management expressed clear anticipation for the broader “Valley U” rollout. During the review, Zach Rudolph, an estimator with Valley, specifically requested targeted training on material handling and technical application. This request is a significant signal that safety engagement at Valley is expanding beyond the jobsite and deep into the preconstruction and planning phases.
Systems That Track Reality
Valley’s e-compliance ecosystem, driven by various onboarding programs and learning management systems for workforce management, has created meaningful visibility into training, incidents, inspections, and behavioral observations. These are not passive databases. KPA QR codes (see photo below) are actively used. Forepersons and superintendents submit hazard and positive observations. Data flows upward to support development, not just discipline.
Cari Torres, the safety administrator, is the operational engine of this system. She tracks training, schedules meetings, manages unsafe acts (UAs), supports toolbox talks and keeps the day-to-day execution moving. One opportunity that surfaced during the review was strengthening the feedback loop back to her. When the same level of responsiveness that Cari brings to others is consistently mirrored back to her, the system’s communication cycle and overall momentum only get stronger.
Roles, Responsibilities and Risk
One of the most important and productive discussions during the peer review centered on role clarity between safety leadership and operational leadership. As organizations grow, responsibilities naturally begin to overlap, and without clearly defined boundaries, small gaps in coverage can emerge.
The example involving members of the safety team highlighted how even highly capable, committed professionals can face challenges when specific ownership of certain functions is not formally documented and communicated. In these moments, accountability does not disappear, but it can become diffused.
This is not a people issue; it is a structural one. Structural challenges are among the most solvable when leadership is aligned, expectations are clearly defined, and communication is intentional. Strengthening this framework will only enhance the effectiveness of both the safety and operations teams moving forward.
From Family Business to Corporate Discipline
Several leaders openly discussed the challenge of Valley’s growth. The company still feels like family, but it now operates at a scale that demands corporate discipline, especially in safety governance. That tension is normal. The danger is pretending it doesn’t exist.
The proposal for a structured strategic planning retreat is not just administrative; it is cultural. Pulling leadership out of daily production pressures to define goals, accountability, and timelines creates alignment that no policy manual alone can achieve. It also allows safety systems to be pressure-tested without consequence to live projects.
Rick Hutchins, vice president of operations with Valley, captured this perfectly: if injury rates improve, it will not be because of cheerleading, slogans or superficial campaigns; it will be because individuals choose to commit to a habit of excellence. Safety is not optics. It is behavior.
Budgeting for Risk, Not Just Tools
A conversation on financial responsibility surfaced during the discussion, creating a positive opportunity to reinforce what this company stands for: ensuring our teams have the right tools, resources, and protections to perform work safely and successfully. The language used with the team appropriately highlighted the real significance of safety investment—doing things the right way, with the right equipment, so our workers can go home safe every day.
Safety always carries financial responsibility, whether that cost is intentionally planned and controlled up front, or paid later through injuries, claims, operational delays, increased insurance exposure, and litigation. The company’s commitment to proactively manage this risk reflects strong leadership and long-term thinking.
The recommendation to complete a deeper dive into safety equipment budgeting, prioritize serious injury and fatality (SIF) risk reduction over minor first-aid incidents, and expand risk-management education reflects a mature evolution in how the organization continues to strengthen its safety strategy.
Fleet Risk
A real-world incident involving a vehicle accident illustrated how quickly fleet exposure can become a major financial event. Cameras and GPS are not “surveillance,” they are loss-control tools. With distracted and aggressive driving on the rise, the absence of objective data increasingly works against employers.
The peer reviewers also warned about rushing fleet technology without policy alignment was well taken. Technology without governance creates different risks. The recommendation to establish formal fleet policies before deployment shows restraint and professionalism.
Prefabrication
Prefabrication operations naturally benefit from a more controlled environment, which brings many advantages for quality, efficiency and safety. During the review, Jake Wolfer, vice president of prefabrication with Valley, thoughtfully highlighted opportunities to continue strengthening protection around repetitive tasks and rigging activities, as well as enhancing the connection between the prefab shop and the safety team. With a growing workforce in the shop, this level of attention reflects a proactive commitment to managing risk as operations scale.
The in-house training already in place at the panel shop is a strong foundation. The next step is simply tightening integration between prefab leadership and the safety department so that expectations, communication and oversight remain fully aligned. This is less about correcting problems and more about elevating an already solid operation to the next level of consistency and control.
Peer Review and Cross-Training
Internal peer reviews were strongly supported to share lessons learned and improve consistency across the company. Cross-training helps reveal where policies may fall short in real-world conditions and prevents the slow acceptance of risk that can develop when “nothing has gone wrong, yet.”
Superintendents at Valley like Justin Palmer reinforced the core principle that production must never come at the expense of employee well-being. Justin spoke from a place of deep personal experience; his own past injuries, coupled with the tragic loss of a close friend in an elevator shaft fall, serve as powerful reminders that no level of expertise makes anyone immune to serious incidents. His perspective underscores the reality that safety is personal, not just procedural.
Communication Is the Culture
Repeatedly, one truth surfaced: safety buy-in does not happen by policies alone. It happens through the following:
- Companywide clear messaging
- Authentic conversations
- Human connection
From the Safety Advisory Group concept to toolbox talks on jobsites, Valley is actively building communication channels that move in both directions, top-down and bottom-up. That is where authentic safety culture lives.
One of the most powerful challenges posed during the review was this simple question to ask employees—“What will the next accident be and where will it happen?”
That question forces proximity to risk. It eliminates denial. And it invites ownership.
Does All of This Attention to Safety Really Pay Off?
If you are the one funding a well-run, detailed safety program, it is fair to ask that question. At the conclusion of the peer review, I asked Chris for a real-world example of how Valley’s investment in safety pays off from a bottom-line, operational perspective.
I was not looking for the expected answer, that safety matters because people go home uninjured. That part is non-negotiable.
Chris shared a recent project that Valley was awarded not because they were the lowest bidder, but because their experience modification rate (EMR) was lower than their competitors. General contractors increasingly understand that poor safety performance creates disruption, liability and risk across an entire project. A specialty contractor with a strong safety record is not just safer, it is more predictable, more reliable and ultimately, a better business partner.
In that context, safety is no longer just a moral obligation; it is a measurable competitive advantage.
Reflections and Appreciation
The hospitality extended to the AWCI safety peer review team was exceptional, from group outings to welcome gift bags to home-cooked meals prepared by Sarah Hiler, the wife of Nate Hiler, vice president of operations with Valley. But hospitality was not the point. What mattered more was transparency, vulnerability and a genuine willingness to improve.
Valley is not claiming perfection. And that is precisely why its safety program has credibility.
Conclusion
Safety excellence is not a destination; it is discipline. It is built through intentional actions, trusted leadership, unwavering buy-in from operations and upper management, and programs that focus on behavior rather than optics.
Valley Interior Systems is clearly in the middle of that transformation. The foundation is strong. The systems are real. The leadership is engaged. And the next phase will depend on disciplined role clarity, strategic planning and relentless communication across every level of the organization. CD
Don Pilz is the director of technical services for AWCI.
