From a $4-an-Hour Job at Age 12 to a Construction Business Approaching $1 Billion

A Childhood Shaped by Family Responsibility

Todd Weaver grew up in Hazelwood, Missouri, in a single-parent household where financial difficulties were compounded by his mother's serious health problems.

At an age when many children are focused on school, sports, and spending time with friends, Weaver was already thinking about how he could help his family. His mother was dealing with diabetes and cancer, according to reporting by Forbes, and the circumstances at home gave him a sense of responsibility far beyond his years.

He did not have the resources or experience to make a major difference in the family's finances. He was only 12, after all. But he was willing to look for whatever work he could find.

In 1984, an opportunity presented itself when Weaver approached a construction site near his neighborhood. According to an account published by The St. Louis American, a friend had dared him to ask for a job at Clayco, the construction company whose founder was Bob Clark.

The idea might have sounded like a child's challenge, but Weaver took it seriously. He approached the site and asked for work.

The man he encountered was Clark himself.

Clark wanted to know why a 12-year-old was looking for a job rather than being at school. When Weaver explained his family situation, Clark agreed to give him a chance.

It was a small decision with consequences neither of them could fully have anticipated.

Weaver was not hired to perform skilled construction work. His responsibilities involved simple tasks that needed to be done around the site: picking up rubbish, pulling weeds, and handling other odd jobs.

The pay was $4 an hour.

That amount would not make anyone wealthy, and the work was far removed from the responsibilities Weaver would eventually take on as a business owner. But the job offered something more valuable than a paycheck alone.

It gave him a way to contribute to his family's needs, introduced him to the construction industry, and brought him into contact with an experienced business leader who would continue to guide him for years.

The story also began with something that is easy to overlook in accounts of entrepreneurial success: Weaver took the initiative to ask for help and work. Clark, in turn, chose to respond by offering an opportunity rather than dismissing him because of his age.

Neither decision guaranteed a successful future. Together, however, they created the circumstances in which one became possible.

Sources: Forbes, September 29, 2026 and The St. Louis American, 2009.

The Man Who Saw Potential in a 12-Year-Old

Bob Clark's decision to hire Weaver became the beginning of a much deeper relationship.

Clark was not simply giving a young boy a few hours of work. Over time, he became a mentor who helped Weaver understand the construction business, recognize the importance of education, and imagine a future that extended beyond his immediate circumstances.

According to the reporting, Clark encouraged Weaver to remain in school and continue learning. The opportunity to work was tied to an expectation that he would take his education seriously.

That condition mattered. Clark was giving Weaver access to the working world without suggesting that school should be abandoned.

For a young person trying to help a struggling parent, immediate income can easily seem more urgent than a long-term education. Clark's guidance helped establish a different balance: Weaver could work, learn practical skills, and still invest in the qualifications that might open doors later.

As Weaver continued working through his teenage years, he gained exposure to construction sites and the people responsible for making projects happen.

Construction is a complex business. A completed building may appear straightforward from the outside, but bringing it into existence requires coordination among owners, designers, contractors, subcontractors, suppliers, and workers. Schedules, costs, safety requirements, and technical decisions must all be managed.

A young person who spends years around that environment has an opportunity to see how these different parts fit together.

Weaver's early assignments were simple, but the environment surrounding them offered lessons that could not be learned from a classroom alone.

He could observe how experienced workers approached problems, how tasks were organized, and how a large project depended on people fulfilling different responsibilities. He could also see that the industry offered several possible career paths, from hands-on trades to project supervision and business management.

Clark and his wife, Ellen, became important figures in Weaver's life. Reporting by Forbes describes how the family took him under their wing, providing guidance and a more personal form of support that extended beyond the job site.

That relationship helped Weaver develop both practical knowledge and a broader sense of what might be possible.

Mentorship can be especially valuable when a young person has ambition but lacks access to professional networks. A mentor can explain how an industry works, introduce someone to people who can help, and offer honest advice about mistakes and opportunities.

The most meaningful support is not necessarily the removal of every obstacle. It is often the combination of encouragement, expectations, and access to experiences that allow someone to learn to overcome obstacles independently.

Clark's approach appears to have included all three.

He offered Weaver paid work, encouraged him to stay in school, and gradually exposed him to the business he would eventually enter as an entrepreneur.

Years later, when Weaver wanted to launch his own company, that relationship would once again prove important.