The rapid buildout of data centers has triggered a hiring boom in the construction industry. Spending on data center facilities could reach as much as $7 trillion by 2030, with thousands of data centers currently underway and thousands more to be announced. The increased demand for construction jobs has created a strong pipeline for Gen Z entering the workforce.

With that said, Gen Z does not have hands-on experience like previous generations, and the industry is faced with the challenge of training a new generation in the complex tactical skills of estimating. Historically, knowledge transfer between veterans and newer estimators happened through years of proximity, learning to read drawing sets and price assemblies through repetition and correction. Now, leveraging technology and industry resources is the only way to equip newcomers with the skills needed to support the projected scale of AI infrastructure.

Less than a year ago, the rate of open construction jobs dropped to its lowest point in nearly a decade, thus renewed interest in construction jobs comes at a crucial time for the industry. The future of construction will depend on how effectively decades of institutional knowledge can be transferred from experienced professionals nearing retirement to the newcomers poised to replace them.

A Two-Sided Adoption Challenge

What makes the experience gap difficult to close is that it cuts in two directions, and most discussions of AI in construction address only one of them.

Many veteran estimators have built deep, trade-specific expertise inside legacy estimating platforms. For this group, adopting new AI-enabled tools is less of a skill issue and more so a technology latency issue. In their eyes, the methods they have used for years still work for them, so they are not motivated to learn new platforms. This is a key vulnerability of the profession, because if that group does not adopt new tools, their expertise stays hidden in workflows nobody else can see.

Newer estimators present the opposite risk. Handing an estimator an AI tool early in their career that can answer nearly any question raises the risk that they will rely on it instead of developing their own judgment. Getting answers isn’t the same as closing the experience gap. An estimator needs to learn how to find the right answers independently. The gap has simply been outsourced, which leads to problems when AI inevitably gets something wrong and no one on the team is positioned to catch it.

The industry’s approach to AI in estimating needs to account for both sides of that equation rather than focusing only on newer hires. Construction technology companies need tools that are trained by professionals who already know the trade, capture what is valuable about how they think and then transfer that knowledge to newer estimators in a way that builds skill rather than dependence.

Designing for Adoption and Depth 

Estimating software must satisfy two goals that are somewhat contradictory. It needs to be fast and accurate while answering in a way that provides a clear chain of reasoning that can be verified.

Speed is essential to user experience. A new estimator comparing a four-hour manual training to a twenty-minute AI-assisted one will choose the faster path almost every time, regardless of what’s happening underneath. However, speed without transparency trains estimators to trust outputs they can’t explain, which will lead to further problems down the line. 

The key to longevity is striking a balance; easy enough that a new estimator prefers using it, while preserving the source material and reasoning of legacy platforms. Every output should be traceable the same way a veteran would explain a number to an apprentice standing next to them. The goal should be to teach new estimators skills that are repeatable and train their instincts to identify how professionals arrive at conclusions.

That distinction is what separates a tool that can be widely adopted from one that erodes years of deep trade knowledge. An answer with no source teaches a new estimator nothing they can use again. An answer with a verifiable source teaches the underlying skill every time it is used. Software that can close the knowledge gap adequately prepares new estimators with the skills needed to do the job on their own if the software fails.

A Narrowing Window and Shortening Runway

Contractors, along with the CPAs, attorneys and suppliers who support them, are watching two trends collide at once: a construction labor market suddenly attractive to younger workers and a veteran workforce retiring faster than firms can replace it.

The industry should not see this as a crisis but as a window of opportunity for new talent to interact with veteran estimators before they age out of hands-on work. The data center boom has become an unexpected recruiter for the construction industry, handing the industry a new army of young talent with genuine interest in the work. What happens next is crucial to keeping workers around and keeping alive the legacy these firms have built.

It is critical that firms understand in order to maintain quality employees they need to pivot to strategies other than traditional training alone. For estimating departments specifically, that means the value of AI is not primarily about speed, though faster takeoffs and bids are a real byproduct. The true value is in capturing what departing professionals know before that knowledge leaves with them and putting it into the hands of the estimators arriving right now to take their place.

Ben Coffman is the Senior Vice President of Engineering and Product at STACK Construction Technologies.

Location: Los Angeles, California, United States

The post Closing Construction’s Widening Workforce Experience Gap With AI first appeared on Construction Executive.

Lucas, who has held roles ranging from construction administrator and project manager to director of construction solutions, now works with contractors on improving preconstruction, estimating and project management workflows, and Lawrence, who is currently serving as a construction account executive, previously worked as a project engineer with general contractors in the Pacific Northwest and began her career managing painting crews.

Each woman established their careers in the construction industry before advancing into their newfound roles in the construction technology sector in late 2025. Were they expecting to level up when they did? Was this next step even on their radar? Were they content with their careers up to this point? Will they continue to advance beyond these new roles?

Construction Executive sat down with the women to learn more about their journeys—and how those journeys can affect progress for the future of the construction workforce as well as for construction technology.

“We are starting to see more representation of women in all facets of the construction industry,” says Lawrence. She attributes the slow—albeit steady—pace of the gender-shift in construction to “women thinking there’s not a place here for them. But there certainly is.”

How have you worked your way up to your current role?

Danielle Lucas: I actually started out on the operations side and then became a construction administrator. I’ve worked with both an HVAC specialty subcontractor and a general contractor in Florida where I used to live. So, I got a really good ground-level view of what happens on a project and I fell in love with the technology there while also learning the daily reality of RFIs and change orders and contracts. After that, I moved into project management and then finally over to construction technology itself. Before I joined IMAGINiT, I was a director of construction solutions. Today, I’m a construction engagement engineer and I specialize in preconstruction. I get to work closely with firms to improve how they’re approaching their estimating, takeoff, collaboration and construction administration.

Sarah Lawrence: It all started with a desire to gain work experience applicable to any career. I started as a residential exterior house painting intern. I was then recruited by a commercial painting subcontractor, which hired me as a project engineer. I never intended to have a career in construction; I never formally went to school for construction management. I’ve learned everything on the job and through my mentors—from interpreting contract documents to managing projects. Working for the commercial painting company was a great opportunity and I got great experience that set me up for a successful career in commercial construction.

From there I switched to the general contractor side, so I worked with a smaller firm doing 16-week tenant improvements. Then I accepted a role with Balfour Beatty, starting in their preconstruction department and supporting a couple of large projects from there. My role with IMAGINiT has exposed me to how technology is transforming our industry and I’m passionate about driving tech adoption across construction. 

Did you study technology or did you organically work your way up in the tech sphere of construction?

Lucas: I did not go to college and I didn’t study technology—I simply fell in love with it. If you want to learn, there are so many people who will help you do that.

Lawrence: Most of what I’ve learned and have been exposed to has been on the job. Technology-wise, I’ve encountered various tools to support my role. Working in construction and being an end-user has given me the unique perspective to understand how I can support my clients at IMAGINiT. It’s exposed me to the thought process that goes behind every decision when selecting and adopting new technology.

I’ve struggled through antiquated processes and contractors not fully trusting technology. I’m passionate about breaking stigmas and helping contractors streamline their operations by embracing technology. I felt like there was an opportunity to help enable teams to use their tools to their fullest potential.

AI is transforming the way that we work, there’s even more urgency around evaluating new tech tools and making sure that we’re adopting and embracing them. One of the things that contractors are good at is being adaptable to change. We’re starting to see more contractors leading the charge on tech adoption and driving innovation.

Contractors ‘being adaptable to change’ is a rather striking statement, because the opposite of that has been the trope in construction. It’s usually, ‘This is the way we’ve always done it.’ Are there any examples that stand out in your mind that make you say that?

Lawrence: I was listening to a podcast; the guest surveyed about 400 contractors, of which 60% said they were adopting AI. It was reassuring to hear that a majority of firms are trying to use it. It’s powerful to see contractors developing their own AI software specific to their needs. There are contractors leading the charge of the digital-era, wanting to be innovative and creative with technology.

Would you say that technology is attracting women to the industry?

Lucas: These new roles that are emerging, like ours, are more focused on strategy: process improvement, workflows, systems, many focus areas where women naturally excel. So, we’re getting a lot more meaningful innovation that’s happening because we can become leaders on that path. And that path is not following a field-first trajectory—a trajectory which traditionally doesn’t attract women. We’re seeing a lot more people come into the tech sector directly.

Lawrence: Both the construction and the technology industry are male-saturated. Tech is revealing more opportunities for people of different backgrounds to collaborate and contribute to the thought that goes behind workflows and operations. 

What efforts is IMAGINiT taking to draw more women to this industry and these types of roles? What—or who—drew you to this company and this role?

Lucas: What drew me to IMAGINiT Technologies is the level of expertise of the team overall and the software development they were doing. They were my biggest competitor! Folks like Sarah and I get to work together on opportunities and get into those rooms with other women. However, my former position was as a director at a company in New York City and the owner of that company was a male—someone doesn’t have to be a female to be a great mentor. People who give you that opportunity—even if it’s a stretch—and they believe in you, that is really what matters. And coming to the table, being confident in what you know from your industry experience will get you so far. It doesn’t really matter what your gender is, if you know what you’re talking about.

Lawrence: Part of what drew me to IMAGINiT was the women in leadership, both our director of construction and one of our construction team managers. I appreciate having those influences and women represented in leadership positions. Throughout my career, I’ve had both male and female mentors, all of whom supported me as I navigated my career in male-dominated industries. It’s important we embrace everyone’s contributions, the value we all contribute from our different experiences and backgrounds. Overall, both the construction and the tech industry promote and embrace diversity of thought.

Would you consider yourselves mentors today?

Lucas: Oh, for sure. Especially on my team and even in what I was doing before IMAGINiT, we’re sharing knowledge. We’re bringing people into that bubble of the construction world. I have colleagues on my team who are stronger in other areas of the industry than I am and vice versa. So, we’ll get together and share our strengths—there’s no shame in that. We stay curious about not just the technology, but how things are built. We don’t shrink ourselves and we know that because we’re in this seat and we’re in this room, we did earn it.

Lawrence: Absolutely, I’m always open and willing to support others in the industry. I make an effort to extend the same support I received to others—pay-it-forward—ensuring that folks entering the industry feel welcome and I provide guidance when needed. Ultimately, I want to highlight the importance of promoting psychological safety across your teams. One of my favorite construction-specific courses was through Arcade Construction Academy. They introduced 10 core precepts that I believe should be upheld by every team. To name a few: Stupid questions are a requirement for entry; It is the responsibility of leadership to create a safe space to fail; and, All mistakes should be discussed and dissected, never hidden. In construction and technology, things are constantly changing and you’ll never be an expert, not 100%. There is always something to learn and every project is different. It’s incredibly important to create an environment where teams can collaborate, exchange knowledge freely and admit mistakes.

SEE ALSO: MORE CONSTRUCTION COMPANIES ARE BUILDING A TECHNOLOGY-FOCUSED C-SUITE

The post Turning a Construction Career Into a Technology Career first appeared on Construction Executive.

The problem is what comes next.

The Job They Were Promoted Into Isn’t the Job They’re Good At

When a skilled tradesperson becomes a foreman or project lead, they aren’t being asked to do more of what made them valuable. They’re often being asked to stop doing it. The work that built their reputation now belongs to someone else. Their job is to manage the person doing it.

Being good with your hands and being good with people are not the same skill. One you control directly, and the other you don’t control at all. You just influence it and hope. It can be a real jolt when this switch comes.

For a while, the excitement of the promotion carries them, but then something goes sideways and the title doesn’t help.

What Starts Going Through Their Head

It doesn’t usually hit all at once. A crew member questions a call in front of others. The new manager has to sit down with someone they used to eat lunch with and tell them their work isn’t good enough and halfway through realizes they have no idea how to have that conversation. A problem comes up that they can’t fix themselves and they sit on it too long because they’re not sure what to do.

Quietly, the doubts start. ‘Was I the best choice, or just the most convenient one?’ ‘Does the crew actually respect me, or are they going along with it?’ And then the one that tends to do the most damage: ‘What if the owner is starting to regret this?’

That last thought changes how a new manager behaves. When someone is afraid the person who promoted them is losing confidence, they stop making decisions based on what’s right and start making them based on what looks safe.

What That Looks Like in Practice

Some new managers get hard to talk to. That’s true in any industry. They start pulling rank on small things because it feels better than admitting they’re uncertain. The crew picks up on it fast, and once that dynamic sets in it’s difficult to undo.

Some stop deciding anything. Every question goes back up to the owner. It’s frustrating for everyone, and the crew figures out quickly that nobody is really running things.

Some go back to doing the work themselves. It’s where they feel capable, so that’s where they go. The crew notices a manager who doesn’t trust them, and the owner winds up paying foreman wages for tradesperson output.

The worst outcome is when a new manager goes quiet. They stop bringing problems to the owner because they’re worried that surfacing a problem will look like proof they can’t handle the job. So, issues sit. They get worse. And by the time the owner finds out, fixing them costs more than it would have, and the trust between manager and owner has taken a hit that’s hard to recover from.

None of this makes someone a bad hire. It makes them a person who was handed a genuinely hard job without much help.

The Conversation Too Many Owners Skip

The place to address all of this is before the promotion happens, not after.

Many owners offer a promotion the way they’d offer a raise. Here’s what we’re thinking, here’s what it pays, what do you say? That’s not enough. Before anything is decided, sit down and have a real conversation about what the role actually requires day to day and what’s going to be harder than it looks. And then ask the question some owners never ask. Do you actually want this?

Not every strong tradesperson wants to manage other people. Some would rather stay on the tools, do excellent work and go home. That’s a legitimate choice and a valuable one. An owner who creates room for that answer, and means it, earns real trust. An owner who never asks might end up with someone who said yes because they didn’t feel like they could say no.

If the person wants the role, be straight with them about what you’re asking. Managing people is a different job. There’s a learning curve. You’re going to be involved in helping them through it.

What That Help Actually Looks Like

A tradesperson doesn’t become skilled by reading about their trade. They work next to someone who knows what they’re doing and over time they figure it out. Bringing someone along as a manager works the same way.

The most useful thing an owner can do is connect a new field leader with someone who made this same move, someone who was once the best on a crew and worked out how to lead people without losing their respect. That person can say things no handbook can. They’ve been in the same position and they know what it actually felt like.

In a smaller company where that person doesn’t exist on staff, look outside. Another owner in a non-competing business can work, as can a contact through a local trade association. The conversation doesn’t have to happen in your building to matter.

Beyond the mentor, stop measuring a new manager’s first 90 days by project outcomes alone. The more honest measure is whether problems are getting to you before they blow up, and whether the new manager is having hard conversations instead of dodging them. If those two things are happening, the rest tends to follow.

Build in regular check-ins that aren’t performance reviews. At 30 days, keep it simple. What’s been harder than you expected? What do you need from me? You don’t have to make it a therapy session. Talk to them the same way you’d talk to anyone on your crew about a job that isn’t going quite right. At 60 days, go deeper. How is the crew responding to your direction? Where do you feel least sure of yourself? By 90 days you should be able to sit down together and have an honest read on what’s working. When you do this consistently, you’re telling your new manager that struggling out loud is okay. That changes everything about how they carry the job.

What You’re Really Investing In

A promotion handled this way does more than fill a role. It protects a job you’ve already invested in. You spent years developing that person’s skills, and a failed transition doesn’t just cost you a manager. It often costs you the worker too. Get it right and you’ve built something harder to find than a good tradesperson. You’ve built someone who can grow your crew while you’re focused on growing your business. That’s what makes it worth the extra time upfront.

The person who made that call on the way home, who felt like the years finally added up to something, they’re worth the investment. The owner who thought ahead about what comes after the good news is the one who gets to see what that person is actually capable of.

The tool belt they spent years building didn’t come with instructions. Someone showed them. This is no different.

SEE ALSO: LASTING IMPRESSION: STRATEGIZE RECRUITMENT AND RETENTION WITH THIS SECRET WEAPON

The post From Tradesperson to Project Manager: The Day the Promotion Stops Feeling Like a Win first appeared on Construction Executive.

On June 2, PCL Construction Enterprises Inc. announced the promotion of Rick Goldman to regional vice president, extending his proven leadership overseeing operations for Florida to include Minneapolis and PCL’s in-house theming contractor. With nearly three decades of experience and a career built entirely within PCL, Goldman’s expanded role reflects the company’s confidence in his leadership and its commitment to driving strategic growth across these key markets.

SUFFOLK HIRES SHELBY JOUBERT, DEEPENING ITS BAY AREA OPERATIONS EXPERTISE AND COMMITMENT TO CLIENT PARTNERSHIPS

On June 9, Suffolk hired Shelby Joubert as vice president of operations. The strategic addition underscores the company’s continued investments in experienced leadership as it expands its Bay Area presence and strengthens its ability to support clients on complex projects. Joubert will be based out of the San Francisco office and work closely with project teams and client partners, drawing on her significant preconstruction and operations background to enhance planning, collaboration, cost certainty and schedule predictability across the full project lifecycle.

NVENT NAMES CHIEF STRATEGY AND CHIEF REVENUE OFFICERS TO DRIVE NEXT PHASE OF GROWTH

On June 10, nVent Electric plc announced the appointment of Nitin Jain as executive vice president and chief strategy officer, and Joe Stark as executive vice president and chief revenue officer. Both leaders will report to chair and CEO Beth Wozniak.

Jain will lead nVent’s global strategy and business development, with responsibility for shaping the company’s strategy and accelerating growth through acquisitions. Stark will head nVent’s global sales organization, driving revenue growth and advancing the company’s One nVent sales approach. 

HOFFMAN ARCHITECTS + ENGINEERS ANNOUNCES PROMOTION OF ROBERT G. DELAGRANGE TO DIRECTOR, BUSINESS DEVELOPMENT

On June 10, Hoffman Architects announced senior business development manager for the Connecticut office, Robert Delagrange, will oversee business growth and client relationships firmwide, across the Northeast and Mid-Atlantic regions and beyond. A resident of Oxford, Connecticut, Delagrange earned a bachelor’s degree in marketing from UConn and an MBA from the University of New Haven. His leadership in industry organizations and volunteer work advocating for local landmarks have made him well known in south-central New England design and construction communities, and he will now expand that reach to greater New York and Washington DC.

HOAR CONSTRUCTION OPENS SAN ANGELO OFFICE

On June 10, Hoar Construction announced the opening of its new West Texas office. Hoar’s West Texas office currently houses 15 employees, many of whom have deep roots and grew up in the surrounding area. In addition to Project Manager Garrett Wheat, Superintendent Cody Mallory and Field Operations Coordinator Mindy Martin will oversee field operations and administration for the West Texas Office.

GILBANE BUILDING NAMES CHELSEA BEACOM AS WASHINGTON, D.C. BUSINESS LEADER

On June 15, Gilbane Building announced the promotion of Chelsea Beacom to business leader for its Washington, D.C. metro region operations. Beacom assumes the role following a succession planning process designed to support the Mid-Atlantic division’s continued growth across the region, strengthening Gilbane’s service to clients.

OWEN-AMES-KIMBALL WELCOMES 2026 SUMMER INTERN CLASS

On June 15, Owen-Ames-Kimball Company was pleased to welcome six college students to its 2026 Summer Internship Program.

This year’s internship class includes:

• Jackson Allaire–Florida Gulf Coast University
• William Ramos–Florida Gulf Coast University
• Jose Santos–Florida International University
• Blake Ware–Florida Gulf Coast University
• Bruno Smith–Louisiana State University
• Ian Miller–Florida Gulf Coast University, returning intern

Throughout the summer, interns will be assigned to active construction projects across Southwest Florida, working alongside experienced project managers, superintendents, engineers and field teams to gain firsthand experience in commercial construction management.

SUFFOLK HIRES HEALTHCARE LEADER MELISSA KIEFER TO ADVANCE GROWING HEALTHCARE AND LIFE SCIENCES PORTFOLIO

On June 16, Suffolk hired Melissa Kiefer as vice president of strategy, strengthening the company’s healthcare and life sciences efforts across New York, New Jersey and Connecticut. The strategic addition comes as healthcare systems continue to modernize facilities, expand access to care and navigate increasingly complex capital programs requiring deep expertise in clinical environments, operational continuity and regulatory requirements.

CLAYCO APPOINTS AI LEADER ZACK KASS TO BOARD OF ADVISORS

On June 16, Clayco announced the appointment of former OpenAI executive Zack Kass to its board of advisors. As Clayco continues to invest in innovation, data-driven decision-making and next-generation technologies across the built environment, Kass will provide strategic guidance on artificial intelligence, digital transformation and the future of work.

WESCO ANNOUNCES PROMOTION OF JARED HOOVER TO VICE PRESIDENT OF CONSTRUCTION SOLUTIONS

On June 18, Wesco International announced that Jared Hoover has been appointed as vice president of construction solutions. This move aligns with Wesco’s foundational strategy to extend the organization’s industry-leading scale and help customers navigate ongoing challenges associated with complex capital projects.

WESCO ANNOUNCES BRIAN SOLOWAY AS GULF REGION LEADER FOR INDUSTRIAL, CONSTRUCTION, OEM AND EPC SEGMENTS

On June 23, Wesco International announced that Brian Soloway has joined the company as vice president of sales for the Gulf region across the industrial, construction, OEM and engineering, procurement and construction segments. This role is critical to accelerating growth in one of Wesco’s most strategically important markets.

JEFF ALLEN APPOINTED SENIOR VICE PRESIDENT, AMERICAS WEST AT BURNS & MCDONNELL

On June 24, Burns & McDonnell promoted Jeff Allen to senior vice president for the Americas West. In this role, he will lead the firm’s California, Mountain and Southwest regions, overseeing operations across engineering, construction, consulting and environmental services for clients in the energy, infrastructure and buildings markets. Allen will also continue to lead the firm’s self-perform construction operations nationwide.

SEE ALSO: NEW NAMES AND FACES: MAY 2026

The post New Names and Faces: June 2026 first appeared on Construction Executive.

“We realize how necessary it is to get in front of students at a young age to let them know our industry exists and that there are a multitude of careers available,” says Helen Robinson, chair of the DFI Educational Trust and vice president of GEI Consultants Inc.

The trust serves as the charitable arm of DFI—an international association of contractors, engineers, manufacturers, suppliers, academics and owners in the geotechnical construction industry.

Over the past 20 years, more than 700 students and young professionals—geoprofessionals involved in the design and construction of foundations, excavations, ground improvement and tunneling—have received scholarships and grants across the United States and Canada, which includes many international students studying in North America.

“We always get a very high caliber of candidates, so it’s very difficult to make the scholarship selections,” Robinson says.

Recipients of the scholarships are enrolled full time at U.S. and Ontario, Canada-based colleges or universities and are pursuing undergraduate or graduate degrees related to the field. Spring scholarships range from $2,000 to $5,000. “A $5,000 scholarship is wonderful, but we’d love to do even more,” says Robinson.

“We’re always trying to quantify the impact and determine how we can use the funds more effectively. It’s a challenge because the cost of getting an engineering degree continues to increase,” she says.

Since 2006, the trust has awarded nearly $2.7 million in scholarships and grants through 24 funds, including the spring offerings for At-Large Scholarship Program and Women in Deep Foundations Professional Development Grants Fund.

Recognizing diversity gaps within the industry, DFI’s Women in Deep Foundations Committee worked with the trust to create an initiative to support professional growth and industry engagement among women involved in geotechnical design, manufacturing and construction.

The grant awards recipients $1,750 and provides a complimentary opportunity to attend DFI’s Annual Conference on Deep Foundations in Orlando, Florida—helping expand networking and career development opportunities.

“Over the past 15 years or so, we’ve seen real progress for women in the industry,” Robinson says. “But there’s always more we can do, especially when it comes to supporting parents starting young families.”

Despite strong career potential, the geotechnical industry is not usually at the forefront of students and parents’ minds. A lack of awareness around the field’s opportunities continues to impact recruitment.

“There’s so much work to be done. We are working to educate parents and students who may be interested in the field,” says Robinson. “Not everyone needs to go to college. You can make a good living, be part of a team and be very successful without that path. We want young people to know that.”

Retention is another growing concern.

“People in the industry are getting burned out because we can’t keep up, and some are seeking lower-stress jobs. It creates a cycle,” she says. “Geotechnical work has a reputation for people getting dirty, and the tools or lab testing may not seem as exciting.”

The solution? Supporting the next generation of professionals in the geotechnical industry with access, awareness and opportunity.

“We need to change the image of professions in the industry to reflect innovation,” says Robinson. “It’s not just about moving dirt—it’s an exciting and highly challenging field, and the world is built on the work we do.”

SEE ALSO: A BEACON OF HOPE: JOSEPH GROH FOUNDATION’S NEWEST GRANT RECIPIENT

The post Trusting the Pipeline: Supporting Early-Career Construction Talent first appeared on Construction Executive.

As ABC’s 2026 Young Professional of the Year, Mokeba is proudly bearing the fruits of his labor—and his 12.5-year career at Baton Rouge, Louisiana-based Performance Contractors stands as a testament to how merit builds legacy.

“I don’t have an education in construction management,” says Mokeba. “You would think someone like me would be behind the eight ball, but I have proven that I will work hard and learn. Advancement in the merit shop isn’t based on who you know, how long you have been there or what your name is.”

LINING UP THE SHOT

For Mokeba, cultivating his career and leadership path in Baton Rouge—the city that raised him—was not always the plan. After earning a bachelor’s degree in marketing and a Master of Business Administration from Southeastern Louisiana University, he chose to pursue a career in construction from the ground up.

“I just tried to find my way into an interview and let them know, ‘If you teach it to me, I will learn it and I will be as successful as possible,’” he said.

That goal-setting mindset at Performance Contractors set Mokeba on the path to where he is today. “Goals need to be realistic but also challenging. They need to be attainable and achievable, and they need to not only benefit me, they need to benefit other people as well,” he says.

Mokeba began working primarily in the field before transitioning into a corporate role. During that time, Josh Rounds, vice president of project services and controls at Performance Contractors and a past ABC Pelican Chapter president, along with Lance Glaser, director of strategic procurement, equipment and logistics, encouraged Mokeba to get involved with ABC.

“Growing up in Baton Rouge, you see a lot of different ABC members that are based there. You see the life that they live—they’re very stable and always growing,” Mokeba says. “I am grateful to work for Performance Contractors, a company that not only supports my professional growth but also encourages me to pursue my personal passions. Their support has given me the platform to make a meaningful difference.”

FAMILY MATTERS

Mokeba’s endeavors to refine his career and leadership have been shaped by positive role models and guiding principles. His father, a political science professor at Louisiana State University for the past 36 years, instilled the philosophy of servant leadership.

“I think it’s simple—putting others before yourself and being kind,” Mokeba says.

Trademarked as his best attribute, Mokeba has been adamant in his maintaining selflessness, kindness, faith and service throughout his career. One of his guiding mottos reflecting that mindset? “Be the person that you want your daughter to marry,” he says. “I want my daughter to see me working through hard things—to see that everything you want in life comes from sacrifice and hard work.”

While his servant-leader qualities have been a useful tool in navigating challenges in the industry, Mokeba’s ethos of service extends beyond his career. Over the past five years, Mokeba has raised more than $30,000 for cancer research, supporting the Leukemia & Lymphoma Society and the American Cancer Society. He also serves on the board of Fork Cancer.

EARN IT

Mokeba’s vision for the future of the industry reflects a meaningful balance between embracing the inevitability of technological advancements while preserving the integrity of older generations of craft professionals. “We need to combine both to ensure we’re not losing what got us here, while also becoming more efficient with our practices,” he says.

Supporting the next generation of construction professionals has become a natural extension of his work. For the past four years, Mokeba has volunteered with LSU construction management students preparing for ABC’s annual Construction Management Competition. This year, the LSU construction management students won first place and were named Student Chapter of the year. “I have taken the lead over the last few years—arranging speakers and industry experts, speaking in classes to recruit students and sharing how beneficial this experience can be for their future,” he says.

It comes as no surprise that Mokeba’s character and merit have already been recognized by ABC. In 2024, he received the Committee Member of the Year Award from the ABC Pelican Chapter for his work with its Young Professionals Committee. “Given the Pelican Chapter’s respected reputation in Baton Rouge and across the nation, being selected for the award was both humbling and motivating,” Mokeba says.

Naturally, Mokeba’s commitment to growth extends beyond the jobsite. He serves on the Louisiana Association of Business and Industry’s 2026 Emerging Leaders Council and is currently pursuing a post-baccalaureate certificate at LSU in contract writing and construction project management.

Winning ABC’s 2026 Young Professional of the Year is a milestone—but not the destination. “These achievements remind me that success is not just about personal milestones, but also about giving back and creating opportunities for others,” he said.

At the top of his priorities? Fostering a culture of safety and inspiring the next generation of craft professionals. “The industry is growing right now,” he says. “And we need more people. We need more talented and smart people.”

The post Merit Milestone: ABC’s 2026 Young Professional of the Year Nyoki Mokeba first appeared on Construction Executive.

Once an online application process is complete, scholarships, travel, housing and stipends for living expenses are granted to qualified job seekers. They will then participate in career readiness and safety training followed by five weeks of hands-on education, which includes core training and craft training.

“America’s Workforce Academy is a transformational endeavor creating incredible construction-ready careers. ABC is proud to work with Meta, CBRE and academy community partners to welcome all who want to build their career dreams as a professional in construction,” said Michael Bellaman, ABC president and CEO. “As an industry leader, ABC believes in creating opportunities for all on a level playing field and is ready to meet the industry’s needs and help individuals achieve their career dreams. ABC is honored to partner with Meta to expand the pipeline of data center construction workers.

“This new program is an innovative talent solution that is a critical part of addressing the construction industry’s ongoing workforce shortage and creates an accelerated, new-entrant strategy for job seekers,” said Bellaman. “Utilizing ABC’s existing, proven, nationwide educational ecosystem, these programs will be launched at ABC chapter training centers in key markets like Baton Rouge, Louisiana; Columbus, Ohio; Indianapolis and Houston. This new, national partnership will help train the next generation of craft professionals from entry points such as high school graduates, veterans and more.”

“The AI revolution is bringing change but also historic opportunities,” said Meta President and Vice-Chairman Dina Powell McCormick. “Skilled workers electrified rural America one pole at a time. They manned the factories that built the arsenal that won World War II. Now a new generation will pour the foundations and lay the fiber that secures American strength in this new age.”

The American Workforce Academy partnershipwill:

• Build a Sustainable Talent Pipeline: establishes scalable, repeatable workforce development models that align industry, training providers and workforce systems to meet ongoing demand.
• Deliver Accelerated, Job-Ready Training: provides standardized, industry-aligned training that equips participants with the skills, safety knowledge and jobsite readiness needed to contribute quickly and effectively.
• Ensure Safety and Productivity From Day One: prepares participants to meet industry and project-specific safety standards and contribute productively on the jobsite from the outset.

“The sustained demand for data center construction technicians means the industry needs an all-of-the-above approach to address this shortage and grow the construction talent pool,” said Bellaman. “This important new partnership reaffirms that the construction industry offers careers of choice in today’s complex job market. These new entrants may be beginning their careers on data center projects but by learning multiple competencies, are starting a life-long career in construction with near limitless possibilities.”

ABC member contractors are building the people who build America’s critical infrastructure by investing in flexible, competency-based and market-driven education methodologies to cultivate their long-term skill sets, creating a brighter future for their workers and their families. They deliver long-lasting projects and employ multicraft professionals who go home safe, healthy and fulfilled every day. ABC and its members are working to recruit, educate and upskill the nation’s future construction workforce with a network of more than 800 apprenticeship, craft, safety and management education programs—including 450 government-registered apprenticeship programs—across 20 different occupations.

“Thanks to the crucial, established team members of ABC’s vast network, which includes the National Center for Construction Education and Research, ABC’s 67 chapters, ABC strategic partners and ABC business partners, as well as ABC’s Tech Alliance, we are ready to deliver this transformational construction career readiness program across the country,” said Bellaman.

If you want to help build America’s future, apply to America’s Workforce Academy today.

The post Meta, ABC Form Partnership to Launch Academy to Train and Create Jobs for Construction Craft Professionals first appeared on Construction Executive.

For these students, this isn’t the future of work. It’s just how work is done.

However, a disconnect occurs the moment these graduates hit the professional jobsite. According to NAHB and ACS data, Gen Z is entering the trades at a higher rate than Millennials did, drawn by the promise of high-tech, high-impact careers. But when they arrive, they often find themselves stepping back in time—entering a world of siloed scheduling and “bottlenecked” communication.

To retain this new influx of talent and solve the industry’s looming experience gap, we have to stop viewing technology as a tool for the office and start seeing it as the universal language that connects the trailer to the field.

The Bi-Directional Knowledge Loop

The common industry trope is that the veteran superintendent teaches the green project manager the ropes. While that institutional knowledge remains the lifeblood of any project, the flow of information has become a two-way street.

Gen Z grew up in an app-centric, visual computing world. They don’t just understand new technology; they expect it. We’ve seen this play out repeatedly: a young PM or field engineer is the one who initially gets excited about a new collaborative tool. They see the inefficiency of a static PDF schedule and introduce a real-time, visual alternative to their team.

The magic happens when the resistant veteran superintendent finally sees the value. Once that superintendent—who has decades of gut feel and field logic—gets their hands on a visual planning tool, the results are explosive. Their institutional knowledge, combined with a tool that allows them to communicate that knowledge instantly to the entire crew, creates a level of project agility that a static spreadsheet simply can’t match.

Bridging the Experience Gap With Visuals

The biggest hurdle for any new hire is the experience Gap—the years it takes to develop the spatial and logical reasoning required to manage a complex build.

Traditional scheduling is often abstract. A Gantt chart is a wall of bars and dates that requires a high level of translation to understand how it affects a specific crew on Tuesday morning. Gen Z, however, thrives on visual data.

Moving toward collaborative, visual planning accomplishes three things:

1. Democratizes the Schedule: When the plan is visual and accessible, it’s no longer the super’s secret. Everyone on site can see the ripple effect of a delay.
2. Accelerates Onboarding: A new hire can contribute faster when the workflow is intuitive. If the interface feels more like the collaborative software they used in school (or even the gaming logic they grew up with), the learning curve disappears.
3. Validate the Veteran: Visual tools allow a veteran to point at a conflict and say, “That won’t work because of X.” The tech-savvy new hire can then adjust the logic in real-time. The tech becomes the bridge, not the barrier.

Moving Beyond the Bottleneck

The traditional model of a single person owning the schedule is the ultimate bottleneck. It creates a lag between what is happening on the ground and what is reflected in the plan.

In the high-pressure environment of the ASC competition, students are taught that agility is a competitive advantage. If a subcontractor is late or a weather event hits, the plan must change instantly. Corporate construction must mirror this agility.

Transitioning from static, one-person schedules to collaborative workflows moves away from policing the schedule and toward facilitating the work. For a Gen Z hire, being part of a team that can adapt in real-time is a major factor in job satisfaction. They want to be part of a multiplayer environment where their input is reflected in the plan immediately.

The Bottom Line: Technology as a Retention Strategy

The ongoing labor shortage has struck up a war for talent. If the next generation enters into an environment that feels archaic, they won’t stay. They don’t want to work in silos; they want to work in sync.

The Gen Z shift is a massive opportunity for contractors to modernize their operations. By embracing the digital literacy of their newest hires and pairing it with the deep expertise of their veterans, construction companies won’t only be building projects more efficiently—they’ll be building a culture that the next generation actually wants to lead.

SEE ALSO: CONSTRUCTION NEEDS MORE BIM TECHNOLOGY AND MORE PEOPLE WHO KNOW HOW TO USE IT

The post The Multiplayer Jobsite: Why Gen Z Is the Catalyst for Collaborative Planning first appeared on Construction Executive.

Nonresidential construction employment increased by 19,000 positions, with gains in all three subcategories. Nonresidential specialty traded added the most jobs, increasing by 12,600 positions. Nonresidential building and heavy and civil engineering added 5,600 and 800 jobs, respectively, in April.

The construction unemployment rate was 3.8% in April. Unemployment across all industries remained unchanged at 4.3% and is 0.1 percentage point higher than it was a year ago.

“Construction employment expanded modestly in April, but that’s largely due to weakness on the residential side of the industry,” said ABC Chief Economist Anirban Basu. “Nonresidential construction employment rose at a healthy pace for the month and is up a respectable 2.0% over the past year. This strength can be traced to surging data center construction spending, which is up 34% over the past year. It also helps explain why ABC member expectations for hiring remain elevated, according to ABC’s Construction Confidence Index, despite tepid industrywide job growth.”

SEE ALSO: NONRESIDENTIAL CONSTRUCTION SPENDING DOWN AGAIN IN MARCH

The post Nonresidential Construction Adds Healthy 19,000 Jobs in April first appeared on Construction Executive.

A new report from Fixr.com analyzed the latest data from the U.S. Bureau of Labor Statistics alongside insights from 12 women currently leading, building and owning in the industry.

A DECADE OF CONSISTENT GROWTH

The number of women in construction has risen for 10 consecutive years. Between 2016 and 2025, the total grew from 939,000 to 1.36 million—a 45% increase. In 2025 alone, 22,000 additional women entered the industry, bringing the female share of the construction workforce to 11.3%.

THE MOST FEMALE-REPRESENTED ROLES

The distribution of women across occupational categories is shifting. Management, professional and related occupations remain the largest segment, employing 506,000 women, or 37% of the female construction workforce. Sales and office occupations follow closely, with 498,000 or 36% of total women working in the industry. Notably, women hold 66% of positions in that category in general, making it the only sector where they represent the majority.

GROWTH OF FEMALE WORKFORCE

The most striking growth is in field and technical roles. Service occupations surged 47% year over year, with women now accounting for 38% of that workforce. Production, transportation and material moving saw a 27% jump after stagnating in 2024. These gains suggest that the pipeline into the trades, long the most male-dominated sector, is beginning to move.

Management roles, however, dipped 3% in 2025. Several experts suggest this may reflect a shift toward specialized technical roles or business ownership, rather than a retreat from leadership, a sign that women’s ambitions in the industry are evolving, not contracting.

OPPORTUNITIES FOR WOMEN IN CONSTRUCTION

Workforce shortages have created a more welcoming environment for women entering the trades. Skilled labor demand is high across welding, electrical, plumbing, HVAC and carpentry—trades that have been (and still are) traditionally male-dominated. The labor gap has accelerated the business case for inclusion.

The digital transformation of the industry has opened another set of doors. Roles in technology integration, data analysis, sustainability leadership and AI-assisted project management are expanding rapidly—and these positions are not defined by physical strength or decades of site experience. For women entering the industry through estimating, project management or design consulting, this shift levels the playing field considerably.

Business ownership is also emerging as a major pathway. Access to capital, business education and industry networks has improved, and women are stepping into CEO, COO, CFO and VP roles at an accelerating pace. Experts note that entrepreneurship is now a realistic and increasingly common trajectory for women in construction—not the exception it once was.

BARRIERS FOR WOMEN IN CONSTRUCTION

The Fixr.com report reveals that progress is real, but uneven. Ten of 12 women interviewed reported experiencing discrimination on the job. Nine of 12 said a gender pay gap still exists in the industry.

There is still a “Doubt Tax” present in the industry. It’s the additional emotional, mental and professional energy that women in male-dominated spaces must expend simply to prove basic competence before being granted the same trust their peers receive by default.

Practical jobsite logistics remain an issue as well. From ill-fitting personal protective equipment to inadequate sanitary facilities on smaller sites. Work-life balance pressures are compounded in construction by the industry’s historical emphasis on physical presence, creating friction for workers with caregiving responsibilities. These are operational challenges, not soft ones, and they require operational solutions.

While the gender pay gap still exists, entry and mid-level roles are becoming more equitable; though, senior leadership has not kept pace. The gap reappears and widens in leadership compensation, bonuses, ownership stakes and senior promotions. Closing that gap, experts say, requires intentional pay reviews, transparency in compensation structures and accountability at the leadership level.

WHAT THE INDUSTRY CAN DO

Experts converge on several strategies for attracting and retaining women in construction:

• Early exposure: Outreach that begins in middle and high school through trade programs, hands-on apprenticeships, and site visits is more effective than late-stage recruitment.
• Visible role models: Representation at the leadership level changes the calculus for women considering the field. When women can see themselves in senior roles, the question shifts from whether a career in construction is possible to how to pursue it.
• Mentorship and sponsorship: Both matter, but sponsorship tends to have more direct impact on advancement.
• Flexible work policies: Not every construction role requires constant onsite presence. Expanding hybrid and remote options where feasible broadens the talent pool and reduces attrition among workers managing caregiving responsibilities.
• Cultural modernization. PPE sizing, jobsite facilities and workplace norms are not minor inconveniences. They signal whether women are genuinely included or merely tolerated. Companies that take these seriously send a message that reverberates through hiring and retention.

THE STRATEGIC IMPERATIVE

The 45% growth in women in construction over the past decade is not simply a diversity metric; it is a partial answer to a labor crisis that threatens project delivery, business growth and industry competitiveness.

The industry is moving in the right direction. The pace of that movement, however, remains a leadership choice. Organizations that invest intentionally in pipelines, culture, compensation equity and flexibility will find themselves better positioned to meet the workforce demands ahead. Those that do not will compete for a shrinking pool of workers while the gap widens.

SEE ALSO: NO HARD HAT REQUIRED: TRANSFERABLE SKILLS THAT OPEN DOORS FOR WOMEN IN CONSTRUCTION

The post Number of Women in the Construction Workforce Is on the Rise first appeared on Construction Executive.