About the Leadership

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Victor Tyler, Founder, President and Principal Engineer of Tyler Construction Engineers, P.C. located in Nashville, Tennessee. He is an author, consultant, and a registered Professional Engineer in the state of Tennessee with more than forty years of engineering, construction, and business experience. His firm provides construction support and construction management training services to the engineering and construction industry. 

Prior to starting his own firm, he held project design, engineering and construction positions at the Tennessee Department of Transportation, U.S. Army Corps of Engineers, and serving as a Technical Program Manager at the University of Tennessee at Knoxville, Center for Industrial Services. 

Mr. Tyler’s expertise is in the areas of heavy construction engineering, cost estimating, CPM scheduling, and construction management. His many years of progressively responsible experience had afforded him to become an advisor/coach to many small construction contractors and engineering firm owners throughout the southeastern region. He has successfully implemented cost management and pricing programs for contractors in the heavy/highway and infrastructure markets. He continues to provide support solutions for the engineering and construction industry with emphasis on small business firms that improves their bid estimating, equipment costing, indirect cost rates, project cash flows, project management, business competitive advantage, and long term profitability. 

In 2010, he wrote and published the study book “How To Estimate Road Construction Accurately”. The book was specifically written for small contractors in the road building industry. He has also presented many training seminars and workshops on construction business management and cost estimating. He is currently finalizing development of a construction software application (RoadbidTemplates.com) to assist small contractors to accurately capture their costs and competitively bid DOT construction jobs. 

Mr. Tyler is a frequent speaker on leadership in construction and business topics for state highway agencies such as:

• Tennessee Department of Transportation,  
• South Carolina Department of Transportation, 
• Alabama Department Business Development Center,
• Birmingham Business Development Center,
• MMBC Business Development Center,
•  and others business development agencies, 
• and higher education institutions. 

My current mission is to provide small DOT and DBE subcontractors with a estimating and pricing tool that is affordable, easy to use, and developed by an industry expert that understands the road and infrastructure construction market.   

Below are some of the reasons why we provide business and management consulting services to assist small, minority, women, and veteran-owned businesses in the heavy/highway and infrastructure construction markets.

From many years in the industry, we have repeatedly found small contractors:

1. Failing to conduct front-end planning or neglecting to  define the exact Scope of Work (SOW) before preparing estimates or schedules.
2. Not thoroughly reviewing or understanding all contract documents related      to the project.
3. Using poor estimating methods that fail to  accurately capture the specific components of the SOW.
4. Underestimating  the scope and costs associated with project  mobilization, indirect job costs, support services, and safety requirements.
5. Relying solely on best-case crew productivity assumptions when      developing estimates.
6. Creating  overly optimistic schedules that assume ideal conditions (e.g., plans, specifications, environmental factors, local  regulations, owner cooperation, and labor availability).
7. Neglecting  early and ongoing risk management throughout the project lifecycle—including business development, bidding, construction, billing, and financial management.
8. Failing  to implement effective project controls, such as cost  tracking, schedule monitoring, and productivity analysis, or delaying  corrective actions during planning and construction.
9. Lacking a clear contracting strategy or project approach, such as the "5 B’s to Profits" methodology.
10. Assigning inexperienced leadership lacking the skills to  supervise, motivate, and support project personnel.
11. Overstaffing or understaffing the management team, leading to      inefficiencies or oversight.
12. Not  involving seasoned management or ownership to  guide and support the project toward successful completion.
13. Misunderstanding  or mismanaging the change order process.
14. Failing to allocate contingency funds or manage reserve  funds to address minor field changes effectively.
15. Not utilizing job cost accounting systems or maintaining strong internal financial controls.
16. Lacking proactive communication among key project stakeholders and with the project owner.

Our mission is to assist small businesses with Strategic Business Decision-making, Improving Project Estimates and Schedules, developing and managing better Human Capital Investment Strategies, and understanding our Financial Industry Benchmarking Assessments.