This week, we sit down with Tyler Hackman of AlignOps once again, to discuss how real-time hauling data is shifting the day-to-day experience for paving crews across North America. We explore the transition from using fragmented, bespoke tools to adopting holistic platforms that provide a clear window into the entire paving process. Tyler shares insights into how tracking inbound loads helps foremen reduce site clutter, manage truck queues, and eliminate the learned behaviors caused by a lack of data. We also dive into the practical challenges of technology implementation and the importance of top-down leadership. Tune in to find out how data solutions can improve your paving operations. This season is sponsored by FleetWatcher by AlignOps.
Episode released March 24, 2026
R: We are in an age where everything is connected. It seems like you can't get away from your phone, messages, or email. Everywhere you go, someone can get in contact with you. But the idea of connection in the asphalt industry is something that is moving into the newer side of things.
B: Today I'm interested to learn a little more about how technologies are impacting our job sites and the folks working on those jobs.
R: To help us with this conversation, we've brought back Tyler from FleetWatcher by Align Ops. Tyler, you introduced yourself to us last time, so let's jump right into some of the questions we have for today. You've worked with crews and operators all across North America. How have you seen technology shift the day-to-day experience on the job?
TH: There are a couple of perspectives there: the technology available, how companies are adopting it, and how people are using it. One of my hard and fast rules when implementing our solution with customers is that we never want to take technology to the job site until it's fully baked. A lot of technology these days takes a while to get in place and get all the settings and data flowing how you want it to.
When you think of that in the context of a job site, it's already a dangerous place. The foreman and the superintendents are responsible for safety, quality, and production. If you bring them something that is input-heavy or viewed as an additional task or responsibility, it won't be well-received. You want it to be viewed as a value add.
One shift I've seen in my experience is that as we have simplified the data output through our app and adhered more to a phased approach, we have seen a significant uptake in usage. We bring this to the foreman, the supers, and anyone at the job site who needs this information, but we put the cart behind the horse by getting the data running exactly how we want it first.
I’ve also seen a recent shift where, for the longest time, there were bespoke tools for different processes or elements of the operation. The trick was getting all these things to talk to each other. I've seen much more interest in building all of that into one platform. Contractors are looking for a holistic approach rather than using different tools for different tasks.
B: You touched on several areas where these technologies can impact operations. One of those was safety. When you think about these technology tools, can you share how they are enhancing safety and awareness on job sites?
TH: There are a number of elements to that, including providing more visibility into what is inbound. We mentioned in our last conversation a situation where folks will have additional trucks on the job site. The easy pain point is that it's expensive, but the more important point is that you're overcomplicating an already unsafe environment. You're creating clutter and complexity.
Giving crews the power to understand what is inbound and outbound helps. A habit I see a lot is that during the first round of the day, a crew will hold trucks. If they know they have ten trucks heading to them, they won't start paving until eight are on the job site. That is a learned behavior based on a lack of visibility. Having visibility helps reduce clutter and improve safety.
The industry as a whole has a very strong safety culture. A common core value I see is "safety first, quality second, production third." I love that. Our culture is actually built into how we can improve safety, provide good reporting, and provide platforms that help with training and prioritization. Technology plays a huge role in that.
R: As someone who introduces people to new technology, I'm sure you often encounter crews who are hesitant. What are some of the common questions or fears you run into?
TH: I have a lot of empathy for foremen and superintendents; they live in pure chaos and have many responsibilities. The most common reaction is, "I don't have time for that." They are already overwhelmed and concerned that technology will mean additional tasks. We have made concerted efforts to ensure we aren't increasing the workload; we want it to be a value add.
Another concern is, "I hope they don't see that I did X," or a fear that a boss will use the data to point out a mistake. In most cases, that anxiety decreases once people understand that the focus is on visibility. We want to keep trucks from waiting in line and prevent gaps at the paver.
In this industry, when something goes wrong, people often point at the closest thing. If a crew runs out of mix, they blame the trucks. However, it could actually be a plant problem or a backup. Providing holistic, "fully baked" data gives people comfort because it shows the whole picture rather than just spying on individuals.
B: You’ve provided a lot of considerations for implementation. Do you have additional advice for contractors trying to balance the adoption of new technology with training their crews?
TH: I would say don't overload your implementation docket. I've heard nightmare stories about implementing new ERP systems. We want to have an intentional plan. Even if things don't go exactly as planned, a roadmap tells us what to do next when we catch curveballs.
The training should be viewed as part of the process; those two initiatives should be baked together. Make sure whoever is consulting you through the sales or onboarding process gives you a comfortable understanding of the process and provides resources to support you when things go sideways.
The second piece of advice is that top-down leadership is the most important thing. If you go to your team and say, "We're just trying this out," it gives people permission to try and break it. Instead, the message should be, "This is what we are doing moving forward." When the roles and responsibilities are clear, people tend to fall in line and adopt the tool.
R: It's time for your quick-fire questions. Preferred work environment: office or field?
TH: Field.
B: One technology or digital tool you couldn’t live without today?
TH: My phone.
R: Early mornings or late nights on the job site?
TH: Either.
B: Biggest misconception about technology and paving?
TH: That it’s complicated.
R: One word to describe the asphalt workforce?
TH: Diverse.
B: If you could describe the future of connected paving in one sentence, what would it be?
T: A human process supported by a single optimized solution.
R: Looking ahead six to ten years, how do you see these tools shaping careers and the industry?
TH: Many companies rely on a few primary actors who have been doing this for 50 years and can see the equation in their heads. Our responsibility is to bridge the gap and shorten the learning curve for the younger workforce.
We won't be able to "download" experience into someone else, but we can provide tools that simplify the equation for someone who hasn't hit all the speed bumps a 40-year foreman has. The hope is that ten years from now, we are empowering a younger workforce to better execute on a very complicated and tall order.
B: Tyler, I really appreciate you taking the time to share your experience on how technology is enhancing the asphalt industry and the future of infrastructure.
TH: Absolutely. I appreciate the time.
B: Tyler really drove one thing home for me regarding implementation: using a staged process and having a flexible plan. Rolling out too many things at once isn't effective.
R: The two words that resonated with me were "value add." When you can show crews that technology will make them better, more efficient, and more profitable, the ROI is much greater. That is success when it comes to technology implementation.