At 15 years old, Jake Hoefert wasn't thinking about owning an asphalt company. He was simply trying to earn a paycheck while working for his best friend's father, doing whatever the crew needed — swinging a shovel, cleaning equipment, brooming parking lots and helping with sealcoating jobs. Like many successful contractors, he started at the bottom, learning the business one task at a time.
"I wasn't really thinking about owning a company someday or getting to where I am now," Hoefert said. "I was just trying to learn as much and absorb as much as I could and earn a paycheck as a young and naive kid."
What kept him coming back wasn't just the work itself, but the satisfaction of seeing a finished project. Even today, Hoefert enjoys driving past projects years later and knowing he helped build something people rely on every day.
"There's something special about creating something tangible that you know thousands of people rely on every day."
That appreciation for the work turned into a career spanning nearly every position in the industry. He worked as a laborer, foreman, estimator, project manager and salesperson before becoming co-founder and president of EcoSurface, an Arizona-based asphalt, concrete and coatings contractor serving commercial customers throughout Arizona, Colorado and New Mexico.
Starting A Career in Asphalt
Although construction became his passion early on, Hoefert's career didn't follow a straight line. After graduating from college, he left the industry to work in finance in New York City before transitioning into software sales. But even then, he stayed connected to asphalt, using odd weekends to help manage projects.
Those experiences ultimately strengthened his approach to business. Working outside construction exposed him to scalable systems, technology, sales strategies and customer service practices that he believed could improve the pavement industry.
"I started realizing there's a huge opportunity to bring that different mindset into the pavement industry," Hoefert said. "A lot of contractors are excellent builders, but they can't all combine that operational excellence with technology, branding and customer experience."
His years in the field also shaped the leader he is today. Long nights and Arizona's extreme summer heat gave him a lasting appreciation for the crews performing the work every day.
"The field teaches you lessons you can't learn in the classroom," he said. "I respect and understand what our guys are doing daily because it's what I've done in the past."
That experience also taught him that customers aren't simply buying asphalt or concrete.
"It’s just dirt, oil and rock at the end of the day," Hoefert said. "But what [customers] are really buying is trust. They're trusting you to show up, communicate, solve problems for them and deliver on what you promise."
Building From the Ground Up
When Hoefert and his partners launched what would become EcoSurface, the goal wasn't to become the country's largest contractor. They just wanted to build the kind of company customers wanted to hire and employees wanted to work for. The business began with pavement maintenance services before expanding into larger asphalt and concrete projects as customer relationships grew.
Today, EcoSurface self-performs asphalt, concrete and pavement maintenance work throughout the Southwest, but Hoefert believes the company's biggest differentiator isn't necessarily its services.
"What really separates us isn't necessarily what we do, but how we do it," he said. "We really focus heavily on communication with customers, responsiveness, technology and that overall customer experience. We want customers to feel like they're working with a modern construction company, not just another contractor."
The early years required him to wear nearly every hat imaginable, balancing sales, estimating, project management, finances and field operations. Hoefert describes those startup days as "controlled chaos," but also as the time that shaped two principles still guiding the business today.
"Growth covers up problems temporarily, but systems solve them permanently," Hoefert said. "Secondly, culture really matters more than strategy. You can have the best business plan in the world, but without the right people around you, it doesn't really matter."
As EcoSurface expanded into new markets, those lessons became even more important. Hoefert said growth only works when people, processes and technology evolve alongside the business. Much of the company's success has come through repeat customers and long-term relationships.
"When you perform well and work well with customers, they're more likely to trust you with another property, another market or even a larger project," he said. "That trust just compounds over time."
Growth Through Technology and Trust
Technology has transformed the way EcoSurface operates. Hoefert recalls the years of estimating projects on paper and relying heavily on spreadsheets before digital tools became commonplace.
Today, the company uses technology to improve communication, monitor equipment utilization, track project progress and provide customers with better visibility throughout every project. Hoefert credits his software sales background with helping EcoSurface adopt new technology earlier than many contractors.
"I've seen firsthand how powerful systems can be when implemented correctly. The contractors that embrace technology won't replace the fundamentals of the business — they'll just simply execute much better and faster."
Recruiting, Training and Retaining Skilled Workers
Like most companies in the industry, EcoSurface competes for skilled labor. Hoefert believes one of the biggest misconceptions is that employees leave only for higher wages.
"Sometimes that's true," he said. "But more often people leave because they don't see a future."
To combat that, EcoSurface emphasizes career development and encourages employees to learn new skills, whether it's earning a CDL, operating different equipment or moving into estimating and project management.
"I always like telling my story," Hoefert said. "You’ve got to start somewhere. You can't just jump from day one in the field to being CEO."
Having worked his way from laborer to business owner, he wants employees to understand that where they begin doesn't have to define where they finish.
Paving the Way to A Strong Future
EcoSurface was named one of Pavement Maintenance & Reconstruction's Top Contractors of 2026, an accomplishment Hoefert credits to his employees, mentors, partners and customers.
"I've been fortunate to have incredible mentors, partners and industry veterans willing to share their knowledge," he said. "Success is never really an individual accomplishment."
Looking ahead, Hoefert hopes to continue expanding the company while remaining focused on sustainable growth and employee development. His vision is to become one of the country's premier self-performing pavement and concrete contractors, but he says success isn't measured by company size alone.
"The real measure of success isn't really how large EcoSurface becomes," he said. "It's whether we can create opportunities for our employees and build something that lasts well beyond any one individual."
For young professionals entering the industry, Hoefert encourages patience and curiosity.
"Don't rush the process," he said. "Learn everything that you can. Spend time in the field, understand operations, understand sales, understand finance. The more pieces of the puzzle that you understand, the more successful you're going to be later on."
He also believes one principle never changes.
"In this industry, people remember who shows up, who follows through and who does what they say they're going to do," Hoefert said.
"Build a strong reputation."
