When Casey Schuchart first picked up a hammer as a high school student working for his father’s construction company, he probably didn’t envision that those early days as a laborer would shape his approach to leading one of Seattle’s most respected general contractors. Today, as President of Schuchart Corporation, Casey embodies a new generation of family business leadership—one that honors the foundational values established when his father George founded the company in 1988, while boldly steering the organization toward an innovative and sustainable future.
From his early days on job sites to his current role overseeing complex projects like the internationally acclaimed Bullitt Center—one of the world’s most energy-efficient commercial buildings—Casey’s journey reflects both the evolution of the construction industry and the timeless importance of craftsmanship and integrity. A University of San Diego graduate with an MBA from Seattle University, he’s earned recognition on the Puget Sound Business Journal’s “40 Under 40” list while successfully navigating the company through unprecedented challenges, including the COVID-19 pandemic and today’s volatile construction market.
In this conversation, Casey shares insights on the delicate balance of preserving family business culture while modernizing operations, the strategic decisions that have positioned Schuchart for growth, and his vision for the future of construction in the Pacific Northwest. His reflections offer valuable lessons for family business leaders, construction industry professionals, and anyone interested in how traditional values can drive innovation in an ever-changing marketplace.
Tell us about your father George founding Schuchart Construction in 1988. What was his vision, and how has that shaped the company’s DNA over the past 35+ years?
My father George founded Schuchart Construction in 1988 with a clear and bold vision: to build a company rooted in integrity, craftsmanship, and long-term relationships. He believed that construction wasn’t just about erecting buildings—it was about building trust. That philosophy has been the cornerstone of our company’s DNA ever since. Over the past 35+ years, we’ve grown from a small, family-run business into a respected commercial contractor, but we’ve never lost sight of the values he instilled. His entrepreneurial spirit, commitment to excellence, and deep respect for clients and employees alike continue to guide everything we do.
How did you prepare to take over the day-to-day operations of a family business with such a strong legacy?
Taking the reins of a family business with such a rich legacy was both an honor and a responsibility I didn’t take lightly. I spent years working in various roles within the company, learning the business from the ground up—not just the technical aspects of construction, but also the culture and relationships that make Schuchart unique. I also sought outside experience and mentorship to broaden my perspective and bring fresh thinking to the table. My goal was to earn the trust of our team and clients by demonstrating that I understood and respected the legacy, while also being ready to lead us into the future.
What aspects of your father’s entrepreneurial approach are you preserving, and where are you putting your own modernizing stamp on the company?
I’m deeply committed to preserving my father’s emphasis on relationships, quality, and integrity. Those are timeless values that continue to differentiate us in the market. At the same time, I’ve focused on modernizing our operations through technology, sustainability, and a more collaborative leadership style. We’ve invested in digital tools to improve project efficiency and transparency, and we’re embracing sustainable building practices that align with our clients’ evolving priorities. I’ve also worked to foster a culture of innovation and inclusivity—ensuring that every voice in the company is heard and valued.
As a descendant of the iconic Wright family in Seattle, how has that heritage influenced your approach to construction and business?
Being part of the Wright family heritage in Seattle has instilled in me a deep appreciation for legacy, community, and stewardship. The Wrights were known for their contributions to the region’s growth and development, and that sense of responsibility has shaped how I approach both construction and leadership. I see every project as an opportunity to contribute meaningfully to the fabric of our city—creating spaces that serve people, foster connection, and stand the test of time. That heritage reminds me that our work isn’t just about today, it’s about building for future generations.
You recently hired Michael Rechnitz from Clark Construction as COO. What prompted this major hire, and how does it fit into your vision for building out the C-suite?
Bringing Michael Rechnitz on board as COO was a strategic move aligned with our long-term vision for growth and operational excellence. Michael brings deep industry experience, having led complex projects and teams at Clark Construction. And his leadership style complements our culture of collaboration and accountability. As we scale and diversify our portfolio, it became clear that we needed a seasoned operator to help formalize our systems, strengthen execution, and support our people. Building out the C-suite isn’t just about titles; it requires assembling a team that can drive innovation while staying true to our values. Michael’s hire is a key step in that journey.
How are you balancing respect for Schuchart’s established culture while modernizing operations under your leadership?
Schuchart’s culture is one of our greatest assets—built on trust, craftsmanship, and long-standing relationships. I’m deeply committed to preserving that foundation while evolving how we work to meet the demands of today’s market. That balance starts with listening to our employees, our clients, and our partners. We’re modernizing in ways that enhance—not replace—what makes us unique. Whether it’s adopting new technologies, refining our processes, or expanding our leadership team, every change is made with intention and respect for the legacy we’ve built.
What does “modernizing” a decades-successful construction company look like in practice?
Modernizing Schuchart means embracing change without losing sight of who we are. In practice, that includes investing in digital project management tools, improving data transparency, and streamlining communication across teams and job sites. It also means rethinking how we attract and retain talent—building a workplace that reflects the values of the next generation while honoring the craftsmanship and loyalty that have defined us for decades. We’re also leaning into sustainability and client collaboration, ensuring our projects are not only well-built but future ready. Modernization isn’t a one-time initiative, but rather a mindset of continuous improvement.
Walk us through how you guided Schuchart Construction through the COVID-19 pandemic. What were the biggest challenges you faced?
Guiding Schuchart through the COVID-19 pandemic was one of the most intense and defining periods of my leadership. The biggest challenge was uncertainty—every day brought new information, new regulations, and new risks. Our priority was the health and safety of our people, while also maintaining continuity for our clients and projects. We had to adapt quickly to remote work, implement strict job site protocols, and navigate supply chain disruptions. It was a test of resilience, communication, and trust. I’m proud of how our team responded—with professionalism, empathy, and a shared commitment to getting through it together.
What decisions did you make during COVID that you’re most proud of?
One of the decisions I’m most proud of was putting our people first—both in terms of safety and job security. We didn’t take a one-size-fits-all approach; we listened, adapted, and supported our employees in ways that reflected our values. We also doubled down on transparency, holding regular company-wide updates to keep everyone informed and connected. Another key decision was to accelerate our investment in technology. The pandemic forced us to rethink how we collaborate, and those changes have made us stronger and more agile today. We didn’t just survive—we evolved.
How did the pandemic change your perspective on leadership and business resilience?
The pandemic reinforced that leadership is about clarity, compassion, and adaptability. It’s easy to lead when things are going well, but true leadership shows up in moments of crisis. I learned that resilience isn’t just about having a plan; it’s about having a culture that can absorb shocks and respond with unity and purpose. It also deepened my appreciation for the human side of business. Relationships, trust, and empathy became even more central to how we operate. Today, I lead with a greater sense of humility and a stronger belief in the power of people to overcome challenges together.
Construction companies are facing unprecedented challenges with tariffs, volatile markets, and rising labor and material costs. How are you navigating this uncertainty?
Navigating today’s economic landscape requires agility, foresight, and a strong foundation of relationships. At Schuchart, we’re leaning into proactive planning and transparent communication with our clients and partners. We’ve built a reputation for reliability, and that means being honest about market conditions while offering creative solutions. Whether it’s adjusting procurement strategies, exploring alternative materials, or leveraging long-term vendor relationships, we’re focused on staying ahead of volatility rather than reacting to it. Our team’s experience and adaptability are key assets in managing uncertainty without compromising our standards.
What strategies have you implemented to manage cost volatility while maintaining your quality standards?
Managing cost volatility starts with early engagement and detailed preconstruction planning. We work closely with clients and design teams to identify potential risks and build flexibility into our budgets and schedules. We’ve also strengthened our supply chain partnerships to improve pricing predictability and ensure the timely delivery of materials. Internally, we’ve invested in technology that gives us real-time visibility into project costs and performance, allowing us to make informed decisions quickly. Above all, we never compromise on quality—our reputation is built on delivering excellence, even in challenging conditions.
How do you maintain profitability and growth in such an unpredictable economic environment?
Profitability and growth in this environment come down to discipline, innovation, and trust. We’re selective about the projects we pursue, focusing on those that align with our strengths and values. We’ve diversified our portfolio to include sectors that offer resilience, and we’re continuously improving our operational efficiency to protect margins. Growth isn’t just about volume—it’s about building the right team, investing in leadership, and creating long-term value for our clients. By staying true to our principles and embracing smart, strategic change, we’re positioning Schuchart for sustainable success.
Schuchart specializes in ground-up, tenant improvement, and industrial construction. How do you decide which projects to pursue?
We’re intentional about the projects we take on. It starts with alignment—does the project reflect our values, challenge our team, and allow us to deliver meaningful impact? We seek clients who value collaboration and quality, and opportunities where our expertise can truly elevate the outcome. Whether it’s a complex ground-up build or a high-performance tenant improvement, we prioritize relationships, design integrity, and long-term value. We’re not chasing volume—we’re focused on building the right projects with the right partners.
You’re known for taking on innovative and complex designs. Can you share an example of a particularly challenging project and how your team approached it?
One standout example is our work on the Living Building Challenge-certified project at the Bullitt Center, widely considered one of the greenest commercial buildings in the world. The complexity of meeting rigorous sustainability standards, including net-zero energy and water, pushed us to rethink conventional construction methods. Our team approached it with deep collaboration, technical precision, and a commitment to innovation. We worked closely with the design team and stakeholders to solve problems creatively and deliver a building that not only meets performance goals but sets a new benchmark for environmental responsibility.
Your portfolio spans mixed-use buildings, healthcare, educational facilities, museums, and even living buildings. What draws you to such diverse project types?
We’re drawn to projects that challenge us and contribute to the community. Each sector brings its own set of complexities and opportunities—from the precision required in healthcare to the storytelling embedded in museum spaces. That diversity keeps our team sharp and engaged. It also reflects our belief that construction is more than just building—it’s about shaping environments that serve people, inspire innovation, and stand the test of time. We thrive on variety because it allows us to learn, adapt, and grow continuously.
How does your focus on “craft and quality” differentiate Schuchart in a competitive market?
Craft and quality aren’t just buzzwords for us—they’re the foundation of our reputation. We approach every detail with care, from preconstruction through closeout, and we hold ourselves to the highest standards. In a competitive market, that level of precision and pride in workmanship sets us apart. Clients know that when they work with Schuchart, they’re getting a partner who’s deeply invested in the success of the project—not just in terms of schedule and budget, but in the integrity of the final product. It’s that commitment to excellence that keeps our relationships strong and our work enduring.
As a respected general contractor in the region, what trends are you seeing in the Pacific Northwest construction market?
The Pacific Northwest remains a dynamic and evolving market. We’re seeing strong demand in life sciences, advanced manufacturing, and mission-critical facilities, especially as tech and biotech companies expand their footprints. Sustainability is no longer a niche—it’s a baseline expectation. Clients are asking for buildings that meet aggressive environmental goals, and that’s pushing innovation in materials, systems, and delivery methods. There’s also a growing emphasis on flexibility and adaptive reuse, as companies rethink how they use space post-pandemic. Labor availability and cost escalation remain challenges, but the region’s resilience and creativity continue to drive forward momentum.
Where do you see the biggest opportunities for growth in your sector?
We see significant growth opportunities in sectors that require precision, performance, and partnership, like life sciences, healthcare, and high-tech industrial. These projects demand a high level of coordination and technical expertise, which aligns well with our strengths. There’s also opportunity in repositioning and retrofitting existing assets to meet new standards for sustainability and functionality. As clients look for long-term value and operational efficiency, we’re well-positioned to deliver solutions that go beyond traditional construction. Our ability to navigate complexity and deliver craft at scale is a key differentiator in these emerging spaces.
What advice would you give to other family business leaders navigating industry disruption?
Stay grounded in your values but be willing to evolve. The strength of a family business lies in its culture and relationships. But those can’t be static. Listen to your team, invest in leadership, and don’t be afraid to bring in outside expertise when needed. Disruption is inevitable, but resilience comes from clarity of purpose and adaptability. At Schuchart, we’ve learned that honoring our legacy doesn’t mean resisting change—it means using it as a foundation to build what’s next. Lead with humility, communicate openly, and make decisions that reflect both your heritage and your vision for the future.
What’s your 5-year vision for Schuchart Construction under your leadership?
My vision for Schuchart over the next five years is centered on thoughtful growth, operational excellence, and deepening our impact in the Pacific Northwest. We’re building a company that’s not only known for delivering high-quality projects, but also for being a trusted partner, an innovative problem-solver, and a great place to work. That means expanding our capabilities in complex sectors like life sciences, advanced manufacturing, and sustainable construction, while continuing to invest in our people, technology, and culture. I want Schuchart to be a company that leads with integrity and builds with purpose.
How do you plan to build on the company’s reputation while expanding capabilities?
We’re fortunate to have a strong reputation built over decades of consistent performance and trusted relationships. My goal is to honor that legacy while evolving to meet the demands of a changing industry. That includes bringing in top talent—like our recent addition of a COO—enhancing our preconstruction and project delivery systems, and deepening our expertise in technically demanding projects. We’re also focused on strategic partnerships and client collaboration, ensuring that we’re not just building structures, but delivering long-term value. Expansion for us isn’t about doing more—it’s about doing better.
What excites you most about the future of construction and Schuchart’s role in it?
What excites me most is the opportunity to shape the future of the built environment in ways that are smarter, more sustainable, and more human-centered. Construction is undergoing a transformation—from digital tools and prefabrication to carbon-conscious design and adaptive reuse—and Schuchart is positioned to lead in that space. I’m energized by the challenge of integrating innovation with craftsmanship, and by the chance to work with clients who are pushing boundaries. The future of construction is about impact, and I believe Schuchart will continue to be a company that builds with intention and leaves a lasting legacy.
