Incoming AWCI President Brian C. Allen plans to drive industry innovation by strengthening member engagement and fostering collaboration between contractors and manufacturers. His tenure will prioritize a shift in safety culture and the development of practical technical standards to improve jobsite efficiency.
A WCI’s incoming president, Brian Allen, begins his 12-month term with a purposeful vision centered on the belief that the association’s true strength is its power to connect members and spark industry-wide innovation. To drive this mission forward, he has established two straightforward priorities: elevating the culture of safety and deepening member engagement.
Central to that vision is education. Allen believes AWCI must remain focused on what members are truly struggling with and continually adapt its offerings to meet those needs. “When you are a really good organization, as AWCI is, it can be hard to become great,” he says. “People naturally defend where they are and are resistant to change. To become great, we need to consistently work to learn and improve.”
Having been involved with AWCI since 1997, Allen has gained valuable insights through decades of participation in association programs and events. Yet he believes too many members are not fully taking advantage of what AWCI offers. During his presidency, he plans to better understand why.
“I want to spend time with our staff and our members and really listen. We need to understand what is holding people back. I would like to survey our members and learn more about their concerns and hesitations.”
He sees opportunity to study those who are already highly engaged. Understanding what drives participation could help bring more members into the fold. “We must make sure our education is relevant and valuable enough that people want to show up. Our events, especially the annual convention and leadership conference, need to be sticky. Members should walk away knowing it made their business better.”
At the same time, Allen believes participation is a two-way street. Members who typically sit on the sidelines may be surprised by the value they gain from attending. A self-described lifelong learner, Allen says he consistently leaves AWCI events with new insights—sometimes even a completely different perspective.
“If you take two or three ideas back that help your company, it’s worth it,” he says.
His own journey with AWCI began with a simple invitation from a fellow contractor in another state. That relationship grew into a decades-long friendship built on trust, collaboration and shared learning—without competition. It’s an example of the kind of connection Allen hopes more members will experience.
While change remains constant in the industry, Allen acknowledges that it often brings uncertainty. One barrier to engagement, he notes, is the fear that sharing ideas could benefit competitors. His experience suggests otherwise.
“I’ve always been willing to share,” he says. “And in return, I’ve learned more than I could have on my own. It’s helped my company and our team.”
Beyond networking, AWCI plays a critical role in bridging the gap among contractors, manufacturers and suppliers, an essential driver of innovation. “If AWCI didn’t exist, there would be a huge disconnect and much less innovation,” Allen says. “The more we can bring these groups together, the faster innovation happens.”
Historically, many manufacturers have developed products and standards in isolation. Allen highlights AWCI’s Codes and Technical Council as a vital model for change, moving the industry toward a more collaborative approach. By uniting contractors, manufacturers and suppliers through its various committees, the council facilitates the development of practical, real-world technical guidance. These standards cover essential applications, including ceilings, steel framing, stucco, EIFS, firestopping, gypsum and finish levels.
“When an issue comes up on a jobsite, we should be able to look to a common standard for answers.”
For Allen, innovation is fundamentally rooted in collaboration. “Better tools, better materials and better methods all come from sharing ideas,” he explains. “What may seem like a minor issue to a manufacturer can have a big impact in the field—and that feedback can lead to real improvements in safety, quality and efficiency.”
He also emphasizes the growing importance of technology. “Our investment in software has increased dramatically. Software companies need to be part of the conversation as well.”
As president and CEO of Raleigh, North Carolina-based Precision Walls, Inc., Allen brings decades of hands-on experience. At the age of 12 he began sweeping warehouse floors in the family business. Year after year he grew through the ranks, eventually taking over leadership in 2000.
Safety remains a cornerstone of his leadership philosophy. While he credits AWCI with doing strong work in this area, he believes there is still room for growth—particularly in changing industry culture.
“For example, too often, risk-taking is seen as toughness,” he says. “We need to shift that mindset. Being safe—and talking about safety—should be what’s respected. We need to regard the team members who put safety first as our superstars. “
Jobsite pressures only complicate the issue. Workers are often pushed to move faster, whether by owners, general contractors or peers. But Allen argues that rushing leads to mistakes, rework and injuries.
“We need to intentionally slow down, do things the right way, and focus on safety,” he says. “When you do that, you become more efficient.”
Training is a key part of that effort. At Precision Walls, new employees go through multiple days of safety and installation training before ever stepping onto a jobsite. Ongoing engagement is just as important—Allen personally meets with new employees each quarter to reinforce company culture, safety expectations and long-term opportunities.
He shares, “We want people to feel like they’re part of something bigger and that they have a future here.”
Developing the next generation of leaders is another major priority. Allen highlights AWCI’s Emerging Leaders Program as an important step in that direction. “We have to be intentional about training future leaders,” he says.
At the same time, he is mindful of the experience leaving the industry as veteran workers retire. Bridging generational divides is critical to long-term success.
“We need younger and older workers to understand and respect each other,” he says. “There’s tremendous value in both.”
Allen notes that experienced workers can play a key role in mentoring the next generation, while younger workers bring new ideas and perspectives. “We have people in their 80s still contributing part-time,” he says. “That knowledge is invaluable.”
Looking ahead, Allen sees skilled labor shortages as the industry’s most significant long-term challenge—outpacing even current issues like material costs and tariffs. While he believes more young people will eventually enter the trades as demand and wages rise, contractors must adapt in the meantime.
He suggests that a common misconception in the industry is the belief that increasing the workforce size automatically accelerates project progress.
“In reality, too many people on a jobsite can reduce productivity and increase safety risks,” he explains. “Efficiency—not just headcount—needs to be the focus.”
An “economy junkie” by his own description, Allen keeps a close eye on broader trends. While he expects the next few years to be relatively strong, he believes demographic shifts could lead to a recession in the early 2030s, followed by renewed growth later in the decade.
“This is just my opinion,” he says with a smile. But like much of his perspective, it reflects a thoughtful, long-term view of both the industry and its future.
Through his 12-month term, Brian Allen aims to transform AWCI by fostering a culture where safety is a mark of prestige and collaboration is the primary engine for progress. By bridging generational gaps and strengthening ties between all industry stakeholders, he seeks to ensure the association remains an indispensable resource for a rapidly evolving construction landscape. CD
Don Procter is a freelance writer from Ontario, Canada.
