Tina Khatri, CEO, TDK Construction

In an interview with Invest:, Tina Khatri, owner and CEO of TDK Construction, discussed the company’s next chapter, the changing needs of Houston developers, and how her team is using technology while keeping a personal approach to construction. “We work with our clients as thought partners from the beginning, helping them think through the decisions that shape a project before construction starts,” Khatri said.

What changes over the past year have had the greatest impact on TDK Construction?

My father founded TDK in 1993, and I have been part of the business since 2008. I now own and lead the company as CEO. Over the past year, I have made some of the most significant changes in our history. I want to preserve the relationships and reputation he built while bringing my own approach to the team, our systems, and the kinds of projects we pursue. He remains a valuable resource, but the decisions and direction of the business are mine.

I have strengthened our team, set clearer expectations for accountability, and invested in tools that help us bid, manage projects, and communicate with owners and architects. I have also been more intentional about making TDK visible beyond the repeat clients and referrals that sustained us for decades. I serve on the board of CREW Houston and on the board of trustees of the Eternal Gandhi Museum Houston, a project TDK built and one that means a great deal to me. 

I also co-founded the South Asian Women Entrepreneurs and Executives Alliance, which brings women together to share experiences, build meaningful connections, and create opportunities for one another. Those relationships matter to me personally, and they introduce more people to the work TDK can do.

What trends are shaping Houston’s commercial construction market?

I am seeing more women leading projects and building businesses in construction and commercial real estate. I work with women-owned subcontractors and suppliers, and those relationships have become an important part of my network.

Technology is also changing the work, especially in estimating, document management, and communication. It can save time, but it does not replace the judgment of a superintendent, the skills of a trade partner, or the relationships needed to deliver a project.

Houston continues to grow outward, creating demand for commercial services near where people live and work. But a promising project does not always start on its original schedule. Financing, construction costs, and skilled labor affect when owners can move forward, so they are looking more carefully at scope and timing.

Which projects are creating the most demand for TDK today?

Retail centers, truck stops, and other service businesses are generating the most interest for us. As Houston expands, these projects follow new neighborhoods and travel corridors. We are building a large truck stop and recently completed a car wash, and we continue to pursue neighborhood retail work.

The work has a direct effect on how a growing area functions. It also demands careful coordination of sitework, utilities, access, and the owner’s operations. Bringing those pieces together is a challenge our team knows well.

What are clients looking for when they choose a general contractor?

Clients want experience, but they also want access to the people responsible for the work. TDK brings more than three decades of commercial construction experience, and I stay personally involved. We give owners realistic pricing, a credible plan, and straight answers when decisions need to be made.

For some clients, this is the largest investment they will ever make. They want to know who will pick up the phone, what a change will cost, and whether the schedule is still realistic. They want to know how things are progressing along the way. They don’t want to be surprised at the end. I want them to hear about an issue while there is still time to address it.

We recently completed a complex headquarters project, and the client brought us back for another phase of work. To me, that is one of the strongest measures of success because it means they valued more than the finished building. They valued the experience of working with us. Our goal is to build a relationship that continues long after the project is finished.

How are you investing in technology and preparing the team to use it?

Procore is one of our major investments. It gives our team and project partners a shared place for drawings, RFIs, submittals, change orders, and daily documentation. Used well, it helps us keep decisions and records visible instead of relying on separate emails and files.

We are also testing where AI can help with estimating and office work. It can help review a scope, organize information, or identify something we may have missed, but our people remain responsible for the final work. I have made that expectation clear in our AI policy. In the field, tablets make it easier to record daily logs and photos as work happens. My goal is to give the team better information and more time to focus on clients and the job site.

What challenges are most significant in Houston construction, and how does TDK respond?

We have seen projects expected to begin within a few months take close to a year to start because of financing. During that delay, subcontractor pricing expires, material costs change, and the work may need to be rebid. We stay involved through those decisions. I work with the owner, architect, and subcontractors to revisit the scope, negotiate pricing, reconsider timing, and find savings while preserving the purpose of the project.

Another challenge is that some projects are overengineered for the owner’s budget. A design can look compelling on paper, but certain materials or systems may cost more than the owner expected. If we are involved early, we can work with the owner and design team to find practical alternatives before those choices become expensive changes.

Value engineering is one of TDK’s strengths. We review materials, systems, and construction methods with the architect and owner to find savings while protecting the design intent and performance. For example, a specified stone might cost $25 per square foot, while a reputable alternative at $8 per square foot could give the owner the look they want. My father’s engineering background remains a resource to us, and I bring an owner’s and business leader’s view of the budget, aesthetics, and relationships. The best result comes from working through those choices together.

What are your priorities for TDK over the next three to five years?

My priority is to keep building on the strong team we have. I want our people to have clear responsibilities, the right information, and the support to make decisions and do their best work. We are improving how we plan jobs, document decisions, and communicate across the company so clients receive the same level of attention as we grow.

I also want more owners and developers to know what TDK can do, particularly in retail centers, truck stops, and other commercial projects where we can help shape the budget early. We will keep serving the clients who have trusted us for years while building new relationships. I want to grow thoughtfully, with strong systems and accountability, without losing the personal attention that has always defined us.

I care deeply about TDK, and there will always be another deadline, phone call, or problem to solve. I have learned to protect time for my health, my husband, and thinking about where the business is going. I do not have perfect balance, but stepping back gives me room to think beyond the immediate demands of a project. I set aside time each week for strategy, seek outside perspectives, and turn ideas into practical next steps. Taking care of myself is part of staying effective as a leader.