Marand Builders, Inc

Kamiński works in construction marketing and brings a diverse professional background to the industry. His career began with demolition work during college before moving into creative roles in foodservice and facilities management for over 15 years. Today, he applies that experience to strengthen storytelling and brand strategy within the construction sector.

In my previous roles, I oversaw brand development, interior design, fixture design, customer-facing environments and the creative systems that helped connect business strategy to real-world experience. That foundation taught me how brands are built not only through words and visuals, but through consistency, functionality and the way people experience a company in physical space.

Coming into construction from outside the industry has shaped how I see storytelling. I did not inherit the standard playbook, which has been an advantage. In industries like foodservice, retail and facilities management, there is a strong emphasis on customer experience, emotional connection and brand differentiation, especially in CPG, where packaging helps people feel part of a tribe. Construction has traditionally focused more on qualifications, technical language and operational credibility. Those elements matter, but the firms that stand out today combine operational excellence with a more human, compelling story.

That is where my previous experience has been especially valuable. In foodservice and facilities management, you are constantly thinking about how a brand lives in the real world. You are thinking about environments, user behavior, perception, flow, messaging and the details that shape trust and comfort. Those same principles apply to construction, even if the context is different. Clients still want to know who they are working with, what the experience will be like and whether a firm understands their priorities. They are not just selecting a builder. They are selecting a partner to navigate risk, complexity, timing, budgets and relationships.

To me, brand storytelling in construction is not about making the industry sound glamorous. In fact, our low-fi content often performs best. It is about making a company understandable, credible and memorable. The strongest brands are not the loudest. They are the clearest, consistently communicating what they stand for.

“Balancing creative vision with measurable business outcomes has always been central to the way i work.”

Balancing creative vision with measurable business outcomes has always been central to the way I work. I have never seen creativity as decoration. In every industry I have worked in, creative work has needed to serve a business purpose. It’s the music notes, it’s the dots that connect visually. Whether that meant helping sell a concept, improve a customer environment, support a sales team, or differentiate a brand, the expectation was always that the work should move the business forward. I have brought that same mindset into construction.

In a project-driven environment, that means creativity has to be practical. It should help sharpen positioning, strengthen proposals, improve visibility and make a firm easier to understand and trust. Creative ideas need room to breathe, but they also need to connect back to outcomes. I think the best marketing leaders understand that great creative and business development are not opposing forces. The strongest work usually does both. It captures attention and supports revenue.

One of the biggest trends redefining the industry today is the growing expectation that construction and development firms communicate more like modern brands. Buyers now expect clearer messaging, stronger visual identity systems and more thoughtful digital experiences, just as they do in other industries. Generic language and interchangeable positioning are becoming less effective. Firms must show not only what they do but how they think and work. When I entered the field, I asked why RFPs were still formatted in 8.5x11 if we are no longer printing them.

I also see a greater demand for proof-driven storytelling. Broad claims about quality, service and integrity are no longer enough by themselves. Clients want evidence, relevant experience and stories with substance. With AI, it’s very easy to spew out tons of content, but does it make sense and have you honed it into a story that makes sense for your audience? They want to see how a team solves problems, communicates under pressure and performs in real environments. I don’t think AI gets that (at least not yet). In that way, construction marketing is becoming more disciplined and more strategic; not less. Yes, many times price is a major factor, however, it’s not the only metric of whether you will win the work.

As a leader, I try to create an environment where creative teams can bring fresh thinking while staying grounded in operational and sales realities. Innovation is important, but it cannot happen in isolation. I challenge my team every week to be a little bit better than the week before. Marketing teams need to understand the business behind the brand. They need to know what matters to operations, what sales teams are hearing in the field and where the company is trying to grow. Once that alignment is in place, innovation becomes much more useful. It is not creativity for its own sake. It is creativity with a purpose.

For marketing leaders building brands in competitive industries, my advice is to embrace the value of perspective. Sometimes, coming from outside an industry allows you to see opportunities others have normalized or overlooked. Ask what makes the brand genuinely different, what clients actually care about and where the company may be relying too heavily on standard language or assumptions. Strong brands are built when truth, clarity and consistency come together.

I am still relatively new to construction, but that newness has sharpened my view. It has reminded me that every industry develops habits in how it talks about itself. Sometimes progress comes from respecting the fundamentals while also challenging the defaults. That is the balance I try to bring, using the lessons I learned from fifteen years in facilities management and foodservice to help tell stronger, more human stories in construction.