People Powering Innovation: Leading Teams That Build a Better Way

Innovation is not always about a single breakthrough moment. It is a culture, one that is built intentionally, nurtured through trust, and reflected in the way a team shows up every day. For Burke Sandman, Project Executive for Weitz’s Mission Critical team, innovation is less about individual accomplishment and more about creating the conditions for an entire team to think differently, solve problems creatively, and push the boundaries of what is possible on a project. 

Building a Team of Innovators 

One of the most visible outcomes of Burke’s leadership has been the way his team has embraced new tools and technology. The Project Controls team has developed Power BI dashboards that deliver real-time safety, cost, and schedule metrics to both internal and external leadership, giving everyone at the table access to the same clear, actionable information. Rather than directing his team toward a specific solution, Burke created an environment where that kind of initiative could thrive. 

Under Burke’s leadership, the team has also begun piloting AI-powered tools through Weitz’s VDC department to streamline standard processes and improve day-to-day workflows. The willingness to explore emerging technology speaks to a team that has been empowered to continuously look for smarter ways to work. 

“Innovation requires a leap of faith to try something new. Innovation is usually slow at the start because the process is new and different. I strive to create an environment where teammates feel comfortable trying something new without repercussions while also encouraging them to stay open to feedback from key stakeholders and embrace learning and continuous improvement.” 

Innovation With Purpose 

Great project outcomes are rarely just about the work itself. Burke has made a consistent effort to invest in the relationships that make high performance possible, whether that means organizing team building activities with both internal staff and the client, visiting sister campuses to better understand what end users actually need, or hosting trade partners at established Weitz sites to demonstrate best-in-class safety and operations. Those intentional investments in people are what separate a good team from a great one. 

What Burke has built goes beyond a single project. By fostering a culture where teams feel equipped and empowered to innovate, he has helped create something that will outlast any one milestone or deliverable. The tools, relationships, and ways of working developed under his leadership are already shaping what is possible for future Weitz projects.