Daniel Goldburg, President, CSCI

May 2026 — As Florida’s residential construction market adjusts to shifting interest rates and changing buyer behavior, CSCI is positioning itself through new strategies and a people-first culture. In an interview with Invest:, President Daniel Goldburg shared how the company has focused on modernizing operations and maintaining strong partnerships. “We partner with virtually all of the major homebuilders operating in Florida, along with regional and custom homebuilders,” Goldburg said.

How have changes in Florida’s construction and housing market over the past year impacted CSCI?

It has been a challenging year in the residential homebuilding market. When interest rates started increasing last year, it slowed the sale of new homes considerably. Our customers — the large national and regional homebuilders we work with — immediately needed to reduce the cost of building homes in order to keep them affordable for buyers.

At CSCI, we handle the entire structural shell of a home, including the foundation, block walls, structural carpentry, and roof framing. Because we are typically one of the largest structural contractors on a project, builders looked to us first for savings opportunities. Throughout the year, we worked aggressively with our subcontractors, material vendors, and internal teams to lower costs and improve efficiency.

Toward the end of last year, we made a strategic decision to reduce pricing significantly and partner closely with our customers in order to stay busy and gain additional market share. We tightened operations, adopted more technology and AI-driven efficiencies, and streamlined processes throughout the company.

That strategy has worked. Entering this year, interest rates have moderated somewhat, sales activity has improved, and we are now extremely busy again. The challenge is that we are operating at substantially lower pricing than we were one or two years ago. It has been a difficult 12 to 18 months for the industry overall, and many companies are still waiting to see how the market develops through the remainder of the year.

What types of residential projects are seeing the strongest demand today?

CSCI works exclusively in residential construction. We partner with virtually all of the major homebuilders operating in Florida, along with regional and custom homebuilders. Geographically, we operate from Miami to Daytona Beach on the East Coast, from Naples to Tampa on the West Coast, and throughout the Interstate 4 corridor between Tampa and Orlando.

Right now, we are seeing strong activity across nearly every segment of residential construction, including entry-level housing, move-up homes, and custom homes. The difference compared to prior years is pricing. Construction pricing has likely dropped about 25% compared to a year ago, which is a substantial shift for the industry.

Builders spent the past several years acquiring land and preparing projects, and now many are moving forward with both existing developments and new communities. In the first quarter, many builders increased speculative inventory — building homes before they are sold — based on expectations that sales activity would improve during the year.

Large builders such as Lennar, Pulte, D.R. Horton, Taylor Morrison, and GL Homes are actively putting inventory into the market. We are currently in a critical phase where the industry is watching closely to see how these homes perform. If sales continue improving, activity will remain strong. If not, the pace could slow again. We are very much in the middle of that transition period right now.

What workforce challenges are affecting the residential construction industry today?

There are really two sides to workforce management for us. The first is our direct employees, and the second is our subcontracted labor force.

CSCI has about 155 employees. Approximately 110 of them are field superintendents and area managers working across projects throughout the state. The remainder are office staff, many of whom work remotely. Beyond that, we coordinate with a subcontracted workforce of roughly 2,000 workers on job sites daily across Florida.

Internally, we have actually been very successful in attracting and retaining talent. We have built a strong reputation in the market because we intentionally created an employee-focused culture after I bought the company back in 2018.

CSCI was originally founded by my father in the 1990s. I first joined as a consultant to help modernize the company, later helped sell it, and eventually ran it for the new ownership group for 13 years before buying it back. Having previously been an employee myself, I understood many of the frustrations and challenges that existed under corporate ownership. When I reacquired the company, I wanted to create a culture centered around employees and long-term alignment.

One of the biggest parts of that strategy is our profit-sharing program. Nearly 20% of the company’s profits are shared with employees in different ways, ensuring everyone benefits from the company’s success. We also invested heavily in benefits programs, including transitioning to a self-funded health insurance structure that gives us more flexibility and better cost control while improving employee benefits.

As a result, we have developed a reputation that helps us recruit strong talent. In the last 60 days alone, we hired approximately 15 new superintendents to support increasing demand.

The subcontracted labor side is more challenging. Immigration enforcement activity and labor shortages are having a significant impact on residential construction throughout Florida. While our subcontractors are responsible for managing their own workforce compliance, the broader labor environment has created disruptions across the industry. At a time when builders are trying to increase production, labor availability has become a major constraint.

How is CSCI using technology to improve efficiency and operations?

Technology has been a major focus for us for more than 20 years. I originally joined the company in 2002 specifically to help modernize operations and integrate technology into the business. Over time, that evolved into a long-term roadmap to build proprietary systems that could support the scale and efficiency we envisioned.

We began developing our own enterprise resource planning (ERP) platform years ago. The first version was implemented between roughly 2013 and 2018. After I bought the company back, we developed what we call Version Two, which we built from 2019 through 2022.

That platform gave us a significant advantage during the COVID-19 years because we had data and operational visibility that many competitors did not. Every field superintendent uses a tablet-based system connected to our estimating, scheduling, procurement, and operations platforms in real time.

We digitize plans, complete material takeoffs electronically, apply regional pricing data, and feed all of that information directly to our field teams. Our superintendents can make scheduling adjustments, order materials, coordinate subcontractors, and resolve issues in real time from the field.

Construction changes constantly. Mistakes and adjustments happen every day. The key is not avoiding every issue — it is responding quickly and efficiently. Our technology platform gives field teams the authority and tools to react immediately while keeping the entire company connected operationally.

Today, we manage approximately 5,000 homes annually with a relatively lean organizational structure because of those systems and efficiencies.

We are now beginning development of Version Three of our platform. The next phase focuses heavily on AI integration and expanded automation capabilities. We are enhancing accounts payable automation, invoice processing, and billing systems using AI and optical character recognition technologies.

For example, we process between 5,000 and 10,000 invoices monthly. Our systems can now automatically compare invoices against purchase orders and process payments when everything matches correctly. Similarly, customer invoicing is tied directly to project milestones in the field, allowing us to automate large portions of the billing process.

The goal is to automate repetitive administrative work so our experienced employees can focus on exceptions, problem-solving, and higher-value decision-making. That allows us to continue growing without significantly increasing overhead.

What are CSCI’s key priorities for the next few years?

When I bought the company back in 2018, one of the first things I told employees was that we did not need to grow simply for the sake of growth. At the time, the company was generating around $80 million in annual revenue. My priority was to build the best company possible and create a great place for people to work.

Since then, growth has happened naturally because it made sense for the company and for our employees. Today, we are on pace to generate between $250 million and $300 million in revenue this year.

Looking ahead, we are focused on strategic growth in areas where we see long-term opportunity. One of the biggest priorities is expanding our market share throughout the Interstate 4 corridor between Tampa and Orlando. Those regions still have substantial land available for future residential growth, unlike parts of Southeast Florida where developable land is becoming increasingly limited.

We already have a presence in those markets, but our market share remains relatively small. Over the next several years, we want to strengthen our position there and continue building long-term relationships with builders operating in those regions.

We remain committed to the principles that have guided the company so far — investing in employees, operating efficiently, leveraging technology, and making long-term decisions that strengthen the company for the next five, 10, and 15 years.