FOUNDER TO THE PROFILE
Quality Assurance Project Manager, McCarthy Building Companies
“I attribute my success to faith, hard work, perseverance, and the people who took the time to invest in me along the way. I learned at a young age that nobody owes you success—you have to show up, work hard, keep learning, and earn it. I've also been fortunate to have mentors who saw potential in me, challenged me, and gave me opportunities to grow.More than 30 years in construction has taught me that you are never too experienced to learn something from the person standing next to you. I try to listen to everyone, from the newest craft professional on the project to the most experienced executive, because everybody has something they can teach you.My faith keeps me grounded, and my experiences have taught me perseverance. I believe in doing the right thing even when nobody is watching, taking responsibility when you make a mistake, and getting back up when life knocks you down. Some of the greatest lessons I've learned have come from the hardest times in my life.“Success isn't about a title or how much money you make. It's about the reputation you build, the people you help along the way, and whether you leave things better than you found them.” — Dustin Mather”
Dustin Mather is a seasoned construction professional and Quality Manager based in Aubrey, Texas, with more than three decades of experience in civil construction and infrastructure. His career began at a young age in concrete construction, where he learned the industry from the ground up, progressing from laborer and equipment operator to foreman, superintendent, inspector, project manager, and ultimately quality leadership.
That progression has shaped Mather's approach to quality. Having personally performed and supervised the work he now evaluates, he brings a field-driven perspective to quality management—one that balances specifications, codes, constructability, schedule, and the realities faced by the people building the project.
“Quality isn't about catching somebody doing something wrong. It's about giving people what they need to do it right the first time. If we're finding the problem after it's built, we're already too late.” — Dustin Mather
Today, Mather specializes in quality assurance and control for large-scale water and wastewater infrastructure. In his current role with McCarthy Building Companies, he provides quality leadership across complex construction operations, developing and implementing project-specific Inspection and Test Plans (ITPs) and QA/QC programs, reviewing submittals and technical requirements, coordinating inspections and material testing, documenting and resolving quality concerns, and working directly with project teams, trade partners, owners, and design professionals.
As part of McCarthy's role as Construction Manager at Risk (CMAR), Mather also performs detailed technical reviews of Requests for Information (RFIs) before they are transmitted to the Engineer of Record. He evaluates questions against the drawings, specifications, contract documents, applicable codes, field conditions, and available project information. When an issue can be resolved within the CMAR's authority using the existing contract documents, he works with the project team to resolve it without unnecessarily burdening the design team. When engineering clarification or design direction is required, Mather helps develop a concise, technically supported RFI for submission to the Engineer of Record.
For Mather, quality is ultimately about prevention rather than reaction. He believes the most successful quality program is not measured solely by the number of inspections performed or deficiencies documented, but by how many problems the team prevents from occurring in the first place.
That philosophy extends heavily into education and mentorship. Mather conducts training for both craft professionals and project staff, translating specifications, codes, inspection requirements, lessons learned, and technical expectations into information that can be practically applied in the field. His goal is to build a culture where quality is understood as everyone's responsibility—not simply the responsibility of the Quality Department.
He has also found unconventional ways to make technical training engaging. On his current project, Mather developed a computer-based program and full-scale “Harpool Jeopardy” competition, turning project-specific requirements and construction knowledge into an interactive team event. The exercise combined education, competition, and team building while reinforcing information that directly affected the work being performed in the field.
Mather's approach to leadership extends well beyond technical quality. Outside of his formal responsibilities, he has earned another unofficial title on his project: CFO — Chief Fun Officer.
In that role, Mather plans, coordinates, and executes team-building activities designed to strengthen relationships between craft professionals, field leadership, and project management. Those activities have ranged from informal gatherings and happy hours to competitive events such as extreme paintball.
He is also willing to have a little fun at his own expense. Mather occasionally trades his hard hat for the costume of the project's Aoudad mascot, representing the team at project and community events. He played an active role in the project's Fourth of July parade entry, which earned second place, and helped organize and energize his team during an internal Southern Region competition among McCarthy business groups—where his project team took first place.
For Mather, those experiences aren't separate from leadership; they are part of it. He believes demanding high standards and building an enjoyable workplace are not competing ideas. Accountability, trust, camaraderie, recognition, and shared experiences all contribute to teams that want to perform for one another.
“Construction is demanding, and we spend a lot of our lives with the people we work beside. I believe you can expect a lot from people and still make sure they enjoy coming to work. Work hard, take care of your people, have some fun along the way, and when it's time to get serious—get serious.” — Dustin Mather
Mather's path to construction leadership has been anything but conventional. His professional journey also includes service in the United States Air Force and a period in law enforcement, where he served with municipal and sheriff's departments and as a canine officer on an Indian reservation. Those experiences further influenced his views on leadership, accountability, teamwork, preparation, and service before he ultimately returned to the construction industry.
His commitment to learning has continued throughout his career. Mather holds Certified Project Quality Manager and Certified Project Manager credentials and has earned more than 160 certifications through organizations and agencies including the American Concrete Institute, Departments of Transportation, FEMA, EPA, and the International Building Code.
His experience has contributed to significant infrastructure projects including the $570 million Nelson Wastewater Treatment Facility, $500 million Northwest Wichita Water Facility, and $82 million Junction City Wastewater Treatment Plant, along with his current work supporting major water infrastructure in North Texas. These projects represent infrastructure that communities will depend upon for generations.
Despite the credentials, titles, and projects, Mather's leadership philosophy remains grounded in the lessons he learned when he first entered construction: "know the work, respect the people performing it, never stop learning, and never ask someone to meet a standard you aren't willing to uphold yourself."
For Mather, success isn't simply delivering another project. It is leaving behind "better infrastructure, stronger teams, and people who are better prepared for the next challenge because he was part of their journey."
IN HIS OWN WORDS
I attribute my success to faith, hard work, perseverance, and the people who took the time to invest in me along the way. I learned at a young age that nobody owes you success—you have to show up, work hard, keep learning, and earn it. I've also been fortunate to have mentors who saw potential in me, challenged me, and gave me opportunities to grow.
More than 30 years in construction has taught me that you are never too experienced to learn something from the person standing next to you. I try to listen to everyone, from the newest craft professional on the project to the most experienced executive, because everybody has something they can teach you.
My faith keeps me grounded, and my experiences have taught me perseverance. I believe in doing the right thing even when nobody is watching, taking responsibility when you make a mistake, and getting back up when life knocks you down. Some of the greatest lessons I've learned have come from the hardest times in my life.
“Success isn't about a title or how much money you make. It's about the reputation you build, the people you help along the way, and whether you leave things better than you found them.” — Dustin Mather
Early in my career, a superintendent took me under his wing and became almost like a second father to me. He taught me a lot about construction, but some of the most important things he taught me had nothing to do with building.
He told me, “The world is yours to do what you want with, but you're only as good as how hard you're willing to try.” He taught me that life is going to knock you down, jobs are going to test you, and there will be days when quitting seems easier than continuing. His advice was simple: get back up and keep going.
I've carried that with me throughout my career. I've learned that hard work rarely goes unnoticed forever, and every person you meet has something they can teach you if you're willing to listen. Take the good lessons from people, learn from the bad ones, and use both to become better at what you do.
As I've moved into leadership, I've tried to pass those lessons on to others. Leadership isn't about being the loudest person in the room or having the biggest title. It's about setting a standard through your own actions, taking care of your people, and never expecting someone else to do something you wouldn't be willing to do yourself.
“Life is going to knock you down. What matters is whether you stay there. Get back up, learn something from it, and keep moving forward.” — Dustin Mather
Life isn't fair, and nobody is going to hand you success. There are only two guarantees in life: you're going to pay taxes, and one day you're going to die. Everything between those two points is what you make of it.
If you're entering construction, show up early, be ready to work, and don't be afraid to start at the bottom. Put your phone away, pay attention, ask questions, and learn everything you can. Never think a job is beneath you. Some of the most valuable things I've learned in more than 30 years in this industry came from working beside people who knew their craft and being willing to listen to them.
Take every opportunity you can to learn. Learn the drawings. Learn the specifications. Learn how the work is actually built. Get the certifications. Volunteer for the difficult assignments. Find good mentors and surround yourself with people who know more than you do. Don't chase the title—chase the knowledge and experience that make you worthy of the title.
Your reputation also matters. Construction is a big industry, but it's a surprisingly small world. Work hard, keep your word, own your mistakes, treat people with respect, and do the right thing when nobody is watching. The reputation you build today can follow you for the rest of your career.
Finally, keep your faith, take care of yourself, and don't give up when things don't happen as quickly as you want them to. Careers aren't built overnight. They're built one day, one opportunity, one mistake, and one lesson at a time.
“Don't chase the title. Chase the knowledge and experience that make you worthy of the title.” — Dustin Mather
One of the biggest challenges facing construction today is the shortage of skilled, qualified people. There is tremendous demand for infrastructure and for people in the trades, but we aren't developing skilled craft professionals as quickly as the industry needs them. At the same time, we're watching generations of experienced tradespeople retire, and when they leave, decades of knowledge can walk out the gate with them.
I also believe that challenge represents one of our greatest opportunities. We have to become better at training, mentoring, and transferring knowledge to the next generation. Companies can't simply say they can't find qualified people—we have to help create them. That means investing in craft training, developing young professionals, giving people opportunities to learn, and creating an environment where experienced people are encouraged to pass along what they know.
Technology is another major opportunity. Construction is becoming increasingly digital, but technology should support the people performing the work, not replace the knowledge and experience required to build it. Whether it's digital QA/QC systems, project data, BIM, artificial intelligence, or new training tools, I believe the companies that succeed will be the ones that combine technology with strong field experience.
From a quality standpoint, I see an opportunity to move the industry further away from simply inspecting completed work and toward preventing problems through better planning, Inspection and Test Plans, training, communication, and collaboration before the work begins.
“We can't keep complaining that there aren't enough qualified people if we're not willing to help build the next generation of them.” — Dustin Mather
Faith, integrity, accountability, hard work, and treating people with respect are the values I try to live by both personally and professionally. My faith is the foundation that keeps me grounded and reminds me that success means very little if you compromise who you are to achieve it.
Integrity means doing the right thing even when nobody is watching—and sometimes doing the right thing when it would be easier not to. Accountability is just as important. None of us gets everything right. When I make a mistake, I believe in owning it, learning from it, fixing what I can, and becoming better because of it. I expect accountability from the people I lead, so I have to be willing to hold myself to that same standard.
I also believe strongly in how you treat people. You can disagree with someone, have difficult conversations, and hold people accountable without disrespecting them. Titles don't determine someone's value. I try to treat the craft professional in the field with the same respect I would give an owner or company executive.
Finally, I believe we have a responsibility to take care of the people around us. Whether that's mentoring someone, recognizing good work, helping someone through a difficult day, or simply taking the time to listen, leadership is ultimately about people.
“At the end of the day, your title will change, projects will end, and somebody else will eventually sit in your chair. What stays behind is your name, your reputation, and how you treated people. That's what matters.” — Dustin Mather
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