Toby Johnson, VP for the West Coast, Verdex Construction

July 2026 — Invest: sat down with Toby Johnson, vice president of Florida’s West Coast at Verdex Construction, to discuss how the firm is scaling across the Tampa Bay and Sarasota corridor while sharpening its focus on people, process, and performance. “We want to do the work better, not just do more of it,” Johnson said.

What key changes over the past year have had the greatest impact on your operations, and in what ways?

Over the last 12 months, the biggest impact has been our intentional and deliberate growth, not only in what we are doing across the Tampa Bay area, but also in the team and leadership structure we have built here. We have invested in employees and added key leadership roles, and we have been very deliberate about the clients we want to work with and how we build repeat relationships that are pivotal to our business.

The theme for the year really is this: We want to do the work better, not just do more of it. It is not about chasing volume or revenue for its own sake. It is about delivering what we promise to our clients and what we promise to our employees. That focus influences how we staff projects, how we plan work, and how we define success.

We have also expanded how we use technology to support the work, particularly in preconstruction and operations. We now deliver earlier project modeling and site logistics planning, which allows owners to visualize projects sooner and make better-informed decisions. That clarity helps align expectations and improves schedule reliability before construction ever begins.

On the operational side, we have expanded the use of tools like OpenSpace and DroneDeploy, which provide ongoing visual documentation of jobsites. These tools give owners real-time insight into progress, which is especially valuable when they are not physically near the project. That level of transparency strengthens trust and improves communication.

Internally, we have been developing a Verdex-specific dashboard that centralizes project and operational data. It allows leadership teams to monitor performance, track follow-ups, and proactively address issues. Having that information in one place supports accountability and consistency across projects.

What recent developments or initiatives have been most significant for the company in the Tampa and Sarasota corridor?

In the early days, we were focused on establishing our footprint. We were new to the area so we were building relationships with owners and partners, and assembling teams we could invest in. Since then, Tampa has evolved into a core market for us. We now have long-standing teams in place and a very broad subcontractor base. Those relationships matter because construction is fundamentally relationship-driven and success breeds success. When you work repeatedly with the same partners, quality improves, coordination improves, and outcomes become more predictable.

Becoming a core market also changes how the community views you. Over time, you become a known trusted presence. That reputation is built one project at a time, and as we continue to deliver consistently, it strengthens our standing across the Tampa Bay and Sarasota corridor.

How is Verdex approaching talent attraction, training, and retention in this highly competitive construction labor market?

Having the right people on the team is critical. For us, retention starts with providing real value to employees, not just asking more of them. We are transparent, supportive, and intentional about training and workload management.

Some firms operate leaner, but we focus on creating a positive work environment that supports work-life balance, while still delivering at a high level. That approach benefits both employees and clients. When teams feel supported, they perform better and stay engaged. Our company culture, which we refer to as Verdex DNA, plays a central role in this. It is not just a set of words we want everyone to emanate. It is something we reference daily and reinforce through real examples. Verdex DNA includes behaviors such as “Build it like it is Yours” and “Own the Outcome”, and we highlight employees who live those values in real project situations.

We have also invested further by hiring a Learning and Development Specialist whose sole focus is training. That includes standard operating procedures, leadership development, soft skills, and communication. The goal is to ensure everyone has the tools and opportunities to grow and succeed within the organization.

What trends are you seeing across the construction market, particularly in Florida, and how are you adapting to them?

There is still strong activity across Florida’s west coast, particularly in Tampa, Sarasota. At the same time, developers have become more disciplined. With tighter lending and capital markets, projects are being evaluated more carefully.

We are seeing a greater focus on efficiency and long-term performance. Developers are balancing cost controls with the need to deliver attractive, competitive properties. Multifamily and mixed-use projects remain active, along with student housing in targeted areas. Senior living and hospitality are more selective, but are beginning to regain momentum.

Our response is early engagement and predictability. By getting involved early, we can help owners understand options, costs, and schedule impacts. The modeling and visualization tools we use allow us to align expectations upfront, which reduces surprises later.

What are the biggest challenges facing your business and the region today?

Permitting and utilities continue to be major challenges. Florida’s growth has put pressure on municipalities statewide. Tampa and St. Petersburg have made progress, but permitting timelines can still be difficult.

Utilities present another layer of complexity. Infrastructure has not always kept pace with development, and addressing those gaps requires early planning. We work closely with owners to navigate these challenges together, rather than leaving them to manage it alone.

By getting involved early, we can address permitting and utility considerations alongside design development and pricing. We rely on historical data and experience across municipalities to improve predictability. That approach helps deliver cost certainty and schedule reliability, which are critical for developers.

Quality control is also a constant focus. Delivering at a high level requires strong trade partners, and we have invested time in building those relationships. That consistency allows us to move projects efficiently from preconstruction through completion while maintaining the standards Verdex is known for.

How does Verdex engage with the communities you build in, and why is that important for your organization?

Community engagement is personal for us. It is something our leadership team values deeply and actively participates in. In Tampa Bay, involvement with groups like the CEO Council has helped us build meaningful connections across the region.

As a company, we involve employees in community initiatives such as The Education Foundation’s school backpack drives, the Heart Walk, and support for Metropolitan Ministries. We have also partnered with the Ryan Callahan Foundation for pediatric cancer, assisting with fundraising and event support.

These efforts strengthen our connection to the community and to our employees. When people see leadership giving back, it creates pride and a sense of purpose. It reinforces that we are not just building projects, but giving back to the places where we live and work.

Looking ahead, what are your key goals for the next two to three years?

Our priority is building the right teams for our clients. That is how we deliver consistently. We will continue investing in our people and protecting our culture as we grow.

We also focus on working with partners who value long-term relationships and repeat work. That approach leads to better communication and shared goals and strengthens outcomes for everyone involved.

Technology will continue to play an important role, particularly in quality control, project tracking, and preconstruction planning. We also complete a strategic plan every year and revisit it regularly to ensure we are executing, not just planning.

There are many companies that build buildings. Few are able to do that while maintaining a strong culture. For us, culture and performance are inseparable, and that will continue to guide how we grow.