Building Houses, Building Power: Aaron Frumin on Workforce Development That Actually Works

Workforce development is often discussed in abstract terms. Training pipelines. Talent shortages. Career readiness. Aaron Frumin approaches it differently, starting with a job site, a hammer, and the expectation that young people deserve to be paid for the value they create. 

In this episode of The Comms Exchange, hosts Rachel Ledet and Christianne Brunini sit down with Aaron Frumin, founder and CEO of Uncommon Construction, to unpack a model that operates simultaneously as a nonprofit, a construction company, and a real estate developer. For more than a decade, Uncommon has used the process of building homes to equip high school students with technical skills, professional confidence, and real economic participation. 

“We could just be a construction company that has training programs,” Aaron said. “Or we could be a real estate developer that allocates the revenue differently.” 

That idea sits at the core of Uncommon’s work. 

A Construction Company With a Different North Star 

Uncommon Construction did not start as a traditional nonprofit concept. It emerged from Aaron’s own winding path through construction, teaching, and post-Katrina recovery work in New Orleans. After stepping away from college coursework and landing on construction sites as a day laborer, Aaron discovered both a passion for the work and an appreciation for how much learning happens on a job site. 

“There’s more math, reading, science, engineering, and social skills happening on construction sites than most jobs experience all year,” he said. 

Aaron returned to college to earn his degree, and then that insight followed him into the classroom as a middle school teacher, where the disconnect between academic content and real-world application became increasingly clear. Uncommon was born from the question of what learning could look like if it were rooted in physical work, accountability, and shared outcomes. 

Paid Apprenticeships and Economic Participation 

At Uncommon, students from different high schools come together as paid apprentices to build a house over the course of a semester or school year. They earn hourly wages as W-2 employees, receive school internship credit, and share in the financial success of the project through an Equity Award scholarship funded by the sale of the home. 

“We didn’t want to have to defend paying young people,” Aaron said. “Their training experience is generating value. They deserve to share in that value.” 

Payroll, insurance, taxes, and the Equity Awards are treated as core costs of doing business, not philanthropic add-ons. That decision was intentional and foundational. 

“The projects had to matter for them beyond just being grateful for the experience,” he said. 

The paycheck becomes a financial literacy tool as much as a source of income. Apprentices learn how to open bank accounts, manage direct deposit, budget, and plan for longer-term goals. For many, it is their first sustained exposure to financial systems that are often taken for granted. 

Soft Skills You Can See on a Job Site 

While Uncommon teaches technical construction skills, Aaron is clear that soft skills are where the real transformation happens. Construction sites make those skills visible in ways classrooms often cannot. 

“Show up on time. Work well on a team. Look for more work when you’re done,” he said. “Those habits are universally applicable, and they’re very observable on a job site.” 

Progress is tangible. Apprentices arrive to a slab and framing system, then watch walls go up, sheathing follow, and systems come together week by week. By the end of the program, they are giving tours of finished homes with hardwood floors and granite countertops to family members, teachers, and industry partners. 

“That sense of accomplishment changes how they carry themselves,” Aaron said. 

Community, Collaboration, and Real Partnerships 

Uncommon’s model depends on strong partnerships with general contractors, architects, engineers, suppliers, and philanthropic organizations. Rather than asking companies to build their own apprenticeship programs, Uncommon creates specific entry points through what it calls its Industry Circle. 

“We’re experiencing the same workforce challenges as other contractors,” Aaron said. “That empathy is baked into how we partner.” 

Partners donate, mentor, work alongside apprentices on job sites, and provide exposure to careers young people might not otherwise know exist. The goal is not symbolic involvement, but meaningful interaction that benefits both students and companies. 

“You can’t apply for a job if you don’t know the name of the company,” Aaron said. “And you can’t apply for a job you don’t know exists.” 

Growth Beyond New Orleans 

Uncommon’s work has expanded beyond Louisiana, with programming now operating in Minneapolis. The expansion was driven by relationships, local need, and a willingness to learn how the model adapts across different regulatory and climate environments. 

“If we can figure this out in New Orleans and in the Twin Cities,” Aaron said, “then the places in between start to look a little more possible.” 

National partners including foundations and industry leaders have supported that growth, while long-standing local construction firms remain deeply involved in shaping the program. 

Why the Hammer Still Matters 

When asked about the most overlooked tool in construction, Aaron did not hesitate. 

“The hammer,” he said. “Hands down.” 

For him, the hammer represents more than a tool. It symbolizes versatility, problem-solving, and hands-on understanding. It also reflects Uncommon’s broader philosophy: mastery comes from doing the work, learning through repetition, and understanding how systems fit together. 

“If an apprentice leaves with one lesson,” Aaron said, “it’s to show up and work hard. If you do that, people will invest more time and effort in you.” 

The Takeaway 

Uncommon Construction demonstrates what workforce development can look like when young people are treated as contributors rather than recipients. By combining paid construction work, real accountability, and shared economic outcomes, Aaron Frumin and his team have created a model that builds houses, careers, and confidence at the same time. 

Listen to the latest episode of The Comms Exchange, When Construction Becomes a Classroom: Rethinking Workforce Development.

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