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My name is Brian Naliboff, and I’ve been working at Dickinson Cameron for 14 years. I am now the President of the company, based in San Clemente, CA. Along with my executive team, I lead our two offices in New York and San Diego, and we continue to operate projects across the country.
Over the last two to three years, we’ve been focused on establishing strong executive leadership across our day-to-day operations and on transitioning overall leadership from my father, Frank, to me. Frank remains as CEO and Founder (Project Manager) to support our ongoing operations and provide long-term guidance. Navigating any leadership change—particularly an intergenerational one—requires a great deal of grace, and my father and I are continually maturing and finding new ways to appreciate each other. He is my mentor and my idol, but he’s also been incredibly deft at stepping back to allow us to grow.
Stepping into my father’s role as President was something I always knew would happen, but I was never in a rush to make it so. I love working closely with him because he is so focused and grounded, and he allows me to think outside the box. Now, as President of the company, I must channel a realistic vision for our future. I see my role as that of a steward for this incredible organization, my dad has built, ensuring it continues to thrive for the next 30 years.
I believe the most important challenge we face is the inefficiency and stress caused by high-profile projects and clients with extremely high standards for excellence. Simply put, construction is unpredictable and risky, and that makes it difficult to deliver consistent business outcomes. My vision for Dickinson Cameron is to build a track record of projects delivered on time, on budget, and at the highest level of quality.
It may sound mundane, but from early on my personal mission has been to train and empower managers within our organization whose primary job is supporting our Superintendents, Project Managers, and Project Coordinators. The second step was refashioning our estimating department into a pre-construction team, and creating a pathway for entry-level employees to become PCs or APMs. The third stage was to consolidate our Field Operations and Senior Project Managers into client-specific teams. Finally, we’ve invested in technologies that have significantly increased our individual resource bandwidth. These four major changes have been years in the making and are only now beginning to take full shape.
Strategically, I believe we are well-positioned for growth. Our New York Office is establishing its own culture and leadership—both in the field and the office—while our San Diego headquarters is launching standard operating procedures to improve project reliability. The executive team is deeply committed to promoting from within and training the next generation of construction professionals. It’s inspiring to see the Dickinson Cameron of 2025 working together to create something great.
As new leadership opportunities have emerged, there has been no shortage of people stepping up.
Our commitment to innovation means we fail often—but through those painstaking failures, we discover better ways to improve and push the limits of what’s possible. We offer the best solutions for clients who demand the highest standards within the luxury retail world, and it’s an honor to lead this team and provide them with the opportunity to build at the highest level in our industry.
