Kitchell

Kenneth W. Ottinger

Kenneth W. Ottinger’s journey in construction quality began not with blueprints but with a bold organizational shift—one that redefined accountability in building standards. As Director of Quality Assurance, Ottinger leads an independent department within a 75-year-old general contracting firm, championing a culture where quality safeguards reputation, not just structures. With nearly two decades of leadership, he blends technical rigor with mentorship, transparency and vision—training the next generation to see quality as a commitment, not just a checklist, shaping a future where superior buildings begin with stronger values.

In this interview, Kenneth W. Ottinger reflects on how independent accountability, field mentorship and values-driven leadership built Kitchell’s approach to quality. With nearly two decades of experience, he shares how doing ‘what is right’ over ‘what is fast’ can reshape outcomes, build trust and sustain a lasting culture.

Building with Purpose and Accountability

I work for a 75-year-old, employee-owned general contracting firm with nearly 1,000 employees and operations in multiple states. We build in five core markets: healthcare, higher education, municipal, Native American and commercial, focusing heavily on technically complex projects.

Roughly 17 years ago, we faced some major challenges with construction quality, leading to costly rework and defect claims. In response, leadership took a bold step. They created an independent quality department to prevent similar problems from recurring. I was with a third-party consulting firm that helped design this quality assurance model for a general contracting firm.

Our department’s most important aspect is reporting directly to executive leadership. Although we collaborate closely with project teams, we are not within their command structure. This independence allows us to evaluate work without pressure from project budgets or timelines. We aim to ensure everything built is functional, contractually compliant and aligned with design requirements and client expectations.

We also help project teams choose good, better and best options while protecting the company’s financial health. We speak up if a job needs more time to be done right. Leadership has consistently supported this mindset through both prosperous and challenging periods.

Trust, Transparency and Results

Clients expect construction to be done correctly from the start. In today’s environment, with shifting designs, changing materials and varying labor quality, attention to detail is more critical than ever. We maintain complete transparency with our clients, sharing what we observe and why we recommend certain actions. This openness has built long-term trust.

In several jurisdictions, city authorities allow our department to function as a third-party inspector, even for our projects. That level of recognition comes from being fair, honest and firm with everyone, including our internal teams.

As a result of our program, we have significantly less rework and fewer warranty calls, and about 87 percent of our business comes from repeat clients. Our reputation is everything, and we work every day to protect it. One mistake could undo years of trust.

Planning for the Future of Quality

One of the biggest challenges facing quality departments in construction is that trade schools, unions and universities do not train people to be quality inspectors. You can find training in insurance or safety risk management but not in QA or QC. There is no direct pipeline. You must be lucky enough to find someone with the right mindset and invest in developing them.

The people I look for need strong attention to detail, natural curiosity and a commitment to doing what is right—even when our observations are not popular. Our job is to walk onto a site and determine if something needs fixing. That is not always welcome, but it is necessary.

To sustain this, we have built an internal education program that passes down what we have learned over 20 years. Training someone in this role takes time, money and support from leadership. Our team has six people in the field, far more than most mid-sized builders. I am fortunate that our company sees the value and makes that investment.

A general contractor cannot expect to fill a quality team by hiring from job fairs or union halls. You need a clear vision, strong values and a plan to develop quality-minded individuals who will uphold your company’s culture. We are the line that keeps challenging decisions from eroding those values.

When I train someone and they eventually move into operations, they preserve that mindset. Now, you have a superintendent or project manager who understands quality deeply. I hold onto those others who thrive in our environment and prepare them to lead our quality culture one day.

The goal is to create continuity, not just in process but in principle, from one generation of leadership to the next.