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.

On March 27, Facility Solutions Group announced the appointment of Jason Zipprian as its next chief executive officer, effective immediately.

Zipprian, a 30-year FSG veteran, began his career with the company as an apprentice electrician. Over three decades, he advanced through field operations, sales, project management, regional leadership and executive leadership, building a reputation as both a strong business operator and a committed people developer. He most recently served as chief operating officer of FSG’s Construction division.

The appointment follows a deliberate succession process led by FSG’s board of directors, who determined that the company’s next leader needed to be someone who not only understood FSG’s business, but who had also lived its mission from the inside.

Skanska USA Building Announces General Counsel Transition

On March 30, Skanska announced a leadership transition in its U.S. building operations. Brian Best, general counsel of Skanska USA Building, will retire effective April 10, 2026. Stefani Bonato will transition into the role of senior vice president—general counsel, effective March 30, 2026. Stefani will serve as the business unit’s primary internal legal advisor, overseeing its Legal, Ethics & Compliance and Insurance & Bonding functions.

Balfour Beatty Promotes Aviation Expert Trent Johnson to Vice President in the Carolinas

On March 31, Balfour Beatty promoted Trent Johnson to vice president of operations in the Carolinas. In his new role, Johnson will lead and grow the company’s local aviation sector across North and South Carolina, building on his track record as a trusted leader and client partner on complex aviation programs. He brings 19 years of experience in the construction industry, including more than 12 and a half years with Balfour Beatty. During his tenure with the company, he has contributed to the successful delivery of 22 aviation projects, ranging from targeted renovations to complex, multi-phase programs. His experience and leadership have been instrumental in strengthening Balfour Beatty’s aviation presence in North Carolina, particularly through his work at Raleigh-Durham International Airport and Albert J. Ellis Airport in Onslow County.

Sims Crane & Equipment Announces Promotion of Three Senior Leaders to Executive Roles

On April 1, Sims Crane & Equipment Co. announced the promotion of three senior leaders to executive roles.

Derek Sather has been appointed chief risk officer; Curtis Taylor has been appointed chief business operations officer; and Mike Kuffermann has been appointed chief sales officer.

As CRO, Sather will lead enterprise risk management, compliance programs, insurance strategy, contractual oversight and Sims University. With more than 30 years of experience in crane, rigging and specialized transportation, Sather is widely recognized as an industry authority. His extensive certifications and leadership roles with NCCCO and ASME committees position him as a key driver of safety culture and operational standards across the organization.

Taylor, now serving as CBOO, will oversee enterprise analytics, reporting and data driven transformation initiatives across operations, billing and customer engagement. With a background in ERP consulting and deep expertise in IFS Applications and IFS Cloud, Taylor brings a systems driven approach to aligning data strategy with operational performance and financial outcomes.

Kuffermann has been promoted to CSO, where he will lead Sims’ sales strategy and growth initiatives. A second generation member of the Sims team with more than 17 years of experience, Kuffermann began his career as an apprentice and has advanced through multiple roles across the organization. His leadership reflects Sims’ commitment to developing people and building strong customer relationships

PROCON Leadership Appointed to Key New Hampshire Boards

On April 1, PROCON announced that several members of its leadership team have been appointed to prominent boards across New Hampshire.

Erik Anderson, AIA, NCARB, LEED AP, has been appointed to the board of directors of AIA New Hampshire, the state chapter of the American Institute of Architects. The organization advocates for the value of architecture and supports architects through education, public outreach, and professional development. Anderson’s leadership will help advance design excellence and sustainable building practices across the region.

Ben Saturley, senior vice president of field operations, has joined the board of directors of Bring Back the Trades, a nonprofit organization dedicated to promoting careers in the skilled trades, empowering the next generation of skilled tradespeople and addressing workforce shortages. Through education, advocacy and outreach, the organization connects the next generation with meaningful career opportunities and scholarships. Saturley’s hands-on construction leadership will support initiatives to strengthen the future workforce pipeline.

Michael Yeatman, chief construction officer at PROCON, has been appointed to the board of directors of Associated Builders and Contractors New Hampshire/Vermont. Yeatman’s industry expertise will help further ABC’s mission to support contractors and promote excellence across the construction sector.

McKim & Creed Announces Promotion of Nick Miguez to National Survey Director

On April 7, McKim & Creed announced the promotion of Nick Miguez to national survey director, a key leadership role in which he will oversee all firmwide survey operations. In his new role, Miguez will lead the strategic direction, operational excellence and innovation of McKim & Creed’s surveying services nationwide. His promotion is part of a broader organizational enhancement designed to elevate regional leadership and align resources for continued growth.

Skanska Promotes John Calvin to Vice President—Account Manager

On April 7, Skanska announced the promotion of John Calvin to vice president—account manager for its building operations in the Mid-Atlantic region. Calvin, who has spent nearly a quarter century building his career at Skanska, will provide executive oversight of project execution and delivery, and continue to strengthen client relationships across Virginia, Washington, DC and Maryland.

Manhattan Construction Company Promotes Darren Cottom to Vice President of Healthcare

On April 7, Manhattan Construction Company announced the promotion of Darren Cottom to vice president of healthcare, recognizing his more than three decades of leadership in delivering complex healthcare construction projects. Previously serving as account director, specializing in healthcare, Cottom is nationally recognized in Manhattan as the firm’s healthcare subject-matter expert. Based in Oklahoma, he has led more than 500 healthcare projects in his career, ranging from targeted hospital floor renovations to multi‑facility healthcare system work valued at more than $300 million.

Manhattan Construction Company Promotes Ronnie Wood to Account Director

On April 7, Manhattan Construction Company announced the promotion of Ronnie Wood as account director, recognizing his leadership in delivering highly technical mission‑critical and data center construction projects. As account director, Wood guides Manhattan’s clients throughout all phases of the construction process, including planning, preconstruction, construction and ongoing client engagement. With 19 years of experience in the construction industry, Wood has built trusted, long‑term mission-critical client relationships across Oklahoma. He is recognized for integrating Manhattan’s teams, processes and trade partners to ensure seamless execution for data center clients operating in zero-tolerance environments.

Peckar & Abramson Opens San Diego Office, Expanding California Construction and Government Contracts Practice

On April 9, Peckar & Abramson P.C. announced the opening of its new San Diego office, further expanding the firm’s California presence and strengthening its ability to serve clients throughout the state and across the country.

The expansion includes the addition of attorneys Robert “Bob” Marks and Richard J. “RJ” Pinto II of Marks & Pinto L.L.P., whose practice is now part of P&A, along with Shailendra “Shay” Kulkarni and Patrick McManus. Together, the group brings deep experience in construction law, litigation and government contracts, enhancing the firm’s capabilities across California and the West Coast. The team will work closely with P&A’s Los Angeles office to provide seamless service to clients throughout the region.

Manhattan Construction Company Promotes Travis Porter to Project Director

On April 9, Manhattan Construction Company announced the promotion of Travis Porter to project director, recognizing his more than 15 years of leadership, technical expertise and consistent delivery of complex, high-profile construction projects across multiple market sectors in North Texas.

In his new role as project director, Porter will provide strategic oversight and leadership for project teams, guiding planning, execution and delivery while strengthening collaboration among owners, designers and trade partners. His hands‑on leadership style, combined with deep technical knowledge, has earned him the trust of both clients and colleagues.

Benton Wheatley Joins Maynard Nexsen’s Nationally Recognized Construction Team

On April 13, Maynard Nexsen announced that Benton “Ben” Wheatley has joined the firm’s Austin office as a shareholder in its construction practice. Wheatley brings decades of experience representing clients across the construction, engineering, and real estate industries, further strengthening the firm’s award-winning construction and infrastructure capabilities in Texas and nationwide. He is the fourth construction attorney to join Maynard Nexsen’s Austin office in the past year.

Burns & McDonnell Welcomes Industry Leaders to Strengthen EPC Construction Across Infrastructure, Energy

On April 13, Burns & McDonnell announced the addition of two senior construction leaders. Greg Fischer joins the firm to lead construction for infrastructure markets including environmental, transportation and water. Paul Westerberg will oversee EPC operations across energy markets, including expansion in liquefied natural gas (LNG), mining and critical minerals. Both bring decades of experience to strengthen execution, support growth and enhance client delivery.

SEE ALSO: NEW NAMES AND FACES: MARCH 2026

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

“I am now able to wash my face, brush my teeth and comb my hair out of bed and in front of the mirror. This has allowed me to have my first real shower in months,” said Bray. “My wife and child depended on me before the accident as a father and financial provider. All of that has been shattered, and I would like to put the pieces back together for my family.”

The foundation provides information, resources, financial assistance and grants for individuals in the construction industry who face both short- and long-term disabilities. For Joe Groh, the nonprofit’s founder, aiding Bray and others in reestablishing comfort and independence after a life-changing injury is more than just work—it’s a personal mission. More than 17 years after breaking his neck and damaging his spinal cord on Father’s Day, Groh has maintained a mindset of positivity and resilience.

“You can’t imagine it. It’s a story that you read, but put yourself in their position. How would any of us feel if we couldn’t take a shower or perform our daily tasks for years? It gets at the very heart of your dignity,” said Groh. “Sometimes they are just looking for someone to talk through that understands their experience. I let them know that at the end of the rainbow, there’s definitely a life on the other side. Even if it’s going to be a different life, it can still be a good life.”

Since its establishment, the Joseph Groh Foundation has helped 151 families across 38 states, providing grants totaling more than $1.4 million.

“We try to provide information that we didn’t have when I got hurt. We want to at least get families started on the path of learning, because when something like this happens to you, it affects your entire family,” Groh said.

By offering grants for essentials that government programs or insurance won’t cover, the foundation has delivered shower chairs, various wheelchairs and wheelchair-accessible vehicles, assistive technology, rehabilitation equipment and other personal needs that help individuals with disabilities feel more independent, productive or able to resume work.

“A lot of smaller employers and public contractors with fewer than 10 employees may not offer short and long-term disability insurance for their employees. That’s critical to your survival,” said Groh.

After more than 35 years of working in the industry, Groh is focused on ensuring his experience, knowledge and foundation’s mission will survive well past the original founders.

“The stories that we come across inspire us and make us more determined to make sure we are able to pass this on to the next generation—that 30 to 50 years from now, the foundation is still helping people,” Groh said.

SEE ALSO: WINDSOR DOOR PARTNERS WITH MIRACLE LEAGUE OF ARKANSAS

The post A Beacon of Hope: Joseph Groh Foundation’s Newest Grant Recipient first appeared on Construction Executive.

“That was my first lesson in human performance,” Bolt says. “Even the best people can make a mistake, and that mistake shouldn’t cost them their life.”

That tragedy reshaped how he viewed leadership, risk and responsibility. Today, as senior vice president of health, safety, environment and security at S&B, a leading engineering and construction firm based in Houston, Texas, Bolt carries that lesson forward to design systems that expect error, protect people and create space to learn.

VETERAN TO THE CORE

Bolt’s leadership team includes veterans who share his mission-first mindset. S&B’s director of health, safety and environment, Geoff McLean, served in the U.S. Army. Corporate HSE manager Jared Martignoni served in the U.S. Navy. Many others across the team bring the same discipline, integrity and sense of service.

Bolt himself spent 26 years in the United States Marine Corps as a pilot and commanding officer. A mentor recruited him into the engineering and construction sector with a simple message: “We can teach you the technical side. What matters is your character and your leadership.”

He started in S&B’s field safety management, learning on the job. From the beginning, he set a personal standard. If he ended a day without making someone’s job safer or easier, he had failed. That standard still drives him eight years later.

FROM FLIGHT DECK TO FIELD

Martignoni enlisted in the Navy in 2001, reporting for boot camp one day after the anniversary of the 9/11 attacks. He was assigned to the USS Harry S. Truman, an aircraft carrier with 3.5 million gallons of jet fuel onboard at all times. His role in aviation fuels involved receiving, storing, filtering and delivering the fuel safely to the flight deck to power helicopters and jets.

“It was a lot of responsibility for a 19-year-old,” Martignoni said. “If you made a mistake, pilots could take off with dirty fuel, and the result could be catastrophic. It taught me accountability and leadership early on.”

He joined S&B in 2008, initially in the IT department, where he completed his bachelor’s degree while working full-time. In 2015, a mentor encouraged him to move into safety, where he now serves as corporate HSE manager. Today, he oversees multiple large-scale construction projects, supports field teams and leads incident investigations. He also manages corporate reporting for high-severity events, ensuring that shared lessons are applied to strengthen the system.

He credits his military experience with preparing him for high-pressure environments. “In the service, you learn to adapt quickly, solve problems and stay accountable. That translates directly to construction safety.”

His advice for veterans? Understand that nearly every military role has a civilian equivalent in construction or engineering. For employers, he said, “When you hire a veteran, you’re getting adaptability, problem-solving and discipline. They’ll follow through on commitments because, to them, it’s not optional. It has to get done.”

STRONG UNDER PRESSURE

After nearly seven years in the U.S. Army and three combat deployments to Iraq, McLean transitioned straight into the industrial construction industry. “The military teaches you discipline, structure and leadership under pressure, and those traits don’t turn off when you leave,” he said.

He led logistics patrols and managed the movement of critical materials across volatile zones as a non-commissioned officer responsible for convoy logistics and operations. That experience sharpened his ability to lead under extreme conditions, make rapid decisions and take full responsibility for the well-being of his team. Today, as S&B’s director of HSE, he draws on those lessons daily.

McLean urges employers to recognize the value veterans bring beyond technical qualifications. “Veterans know how to be part of something bigger than themselves. They bring grit, accountability and selfless leadership,” he said. “They may not check every box on a resume, but they’ll outwork everyone else and lift the team around them. That’s who you want on your jobsite.”

HOP SPOT

Veterans like Bolt, McLean and Martignoni understand that high-risk environments require systems that anticipate failure and build resilience. That’s why S&B has integrated human and organizational performance (HOP), a safety philosophy that reflects their real-world experience. At its core, HOP recognizes that people are fallible; even the most skilled and disciplined workers will make mistakes. The goal is not to chase perfection, but to design work so that errors don’t become tragedies.

That shift changes everything. Instead of asking “Who is at fault?” when something goes wrong, ask “What in the system allowed this to happen?” By studying context and conditions, the team strengthens the system rather than punishing individuals.

For crews, this approach builds trust. Workers know they can speak up about close calls or challenges without fear of blame. That openness helps teams spot weak points early, adapt to the unexpected and recover without harm. The result is a culture where safety is proactive, not reactive, and where every voice helps make the work safer. One decision shows this philosophy in action. After learning that a peer company lost a worker when a sharp edge cut through a fall-protection lifeline, S&B immediately pulled the same equipment from use and replaced it with a safer system. The decision protected lives and built trust.

Another lesson Bolt learned from the cockpit carries forward: leader response matters. Bolt learned early that people take their cues from the person in charge. In aviation and in construction, uncertainty and pressure are constants. “When things get messy, people watch the leader,” Bolt said. “If you panic, they panic. If you stay calm, they focus.”

That idea lies at the heart of HOP. Leaders set the tone in how the organization reacts to error. A calm, measured response turns mistakes into opportunities to learn and strengthen the system. A reactive or punitive response shuts down trust and hides risk. Bolt’s approach and that of his veteran team keep learning alive and build resilience across projects.

PROTECT AND PERFORM

Construction resembles military operations, including complex environments, high stakes and constant change. Veterans excel in those conditions. They make decisions under pressure, hold themselves accountable and care about the person next to them.

Bolt encourages companies to look beyond resumes. Technical skills can be taught, while judgment, accountability and resilience ingrained in individuals can translate across environments to benefit all.

“Give veterans a chance,” he said. “They’ll do the rest.”

Bolt’s story and those of his team highlight how mission-driven leadership transforms safety from a rulebook into a shared responsibility. At S&B, that mindset is embedded in every project, empowering teams to adapt, speak up and protect one another.

Whether in combat, on the flight deck or on a jobsite, the lesson holds: People matter most, and leadership shapes outcomes.

SEE ALSO: WHY POST-SERVICE VETERANS THRIVE IN THE CONSTRUCTION INDUSTRY

The post Mission First, People Always: Military Veterans Drive Safety Culture in Engineering and Construction first appeared on Construction Executive.

According to the U.S. Bureau of Labor Statistics, the construction industry is projected to experience a substantial 5% job growth over the next eight years, significantly outpacing the average growth rate across other industries. Now is the prime time for women to enter and build careers within the expanding field.

As part of Women in Construction Week, Construction Executive asked the women at BELL Construction about their experiences and advice for the next generation. They didn’t shy away from the realities of working in construction, how to build credibility in the field and what leaders can do to create more opportunities for women. Success in construction, like any great project, starts with the right tools. Here are lessons learned by real women in construction project management, administration and engineering:

WHAT MAKES CONSTRUCTION A GREAT CAREER CHOICE FOR WOMEN?

Luci Porter, executive administrator: Construction is an excellent career choice for women because of the wide range of roles and opportunities available. Even if you’re not on the jobsite every day, your contributions are still essential to a project’s success. When I was exploring a new career path two years ago, I was encouraged by women already working in construction. I know that my work behind the scenes—supporting the executive team, managing scheduling and keeping our office running smoothly—makes a big difference across the business and on the ground.

Melissa Higginbotham, senior recruiter: Construction is a diverse industry with many different roles and niche specializations, allowing women to find a career path that aligns with their unique skills, interests and personality. Through my experience at BELL, I’ve seen firsthand how vital every role is—from the trades to project management and corporate positions. Just as it takes a village to build, it also takes a variety of perspectives and talents to keep the industry moving forward. This diversity of opportunities also provides room for career growth, allowing women to pivot into different roles as they develop their skills and experience.

Caroline Blackstone, assistant superintendent: Construction is a great career choice for women because it provides opportunities to help develop younger generations. By sharing knowledge and experiences, women can play a key role in shaping the careers of those just starting out, helping them navigate challenges and grow within the industry. This mentorship and the chance to make a lasting impact is one of the most rewarding aspects of a career in construction.

WHAT IS THE BEST FIRST STEP FOR YOUNG WOMEN INTERESTED IN JOINING THE CONSTRUCTION INDUSTRY?

Tara Runion, project manager: The best first step to joining the construction industry is to build a strong foundation of knowledge and experience. A construction management degree is a common route, but it’s not the only one. I majored in project management through my university’s business college, which gave me a well-rounded view of all parts of a project, including accounting, marketing, HR, communications and business law. Consider internships or apprenticeships to explore different roles and responsibilities. This can help you determine which path excites you most.

Ellie Quinn, project engineer: There are two main ways to get into construction: education and experience. I took both routes by working in the field before enrolling in a construction management program at Louisiana State University. It’s important to choose what works best for where you are in life. Education provides a solid foundation, but gaining hands-on experience is just as valuable.

I also recommend networking and starting conversations. People are often willing to help, so reach out through calls, emails or even social media. Talking to different people can help open doors, and if construction is the goal, opportunities are out there.

Caroline Blackstone, assistant superintendent: The best first step for young women interested in joining the construction industry is to explore different opportunities and take that first leap—whether through an introductory class, a hands-on experience or simply connecting with industry professionals. Opportunities in this field are within reach for those willing to pursue them, and sometimes discovering the right path starts with just one conversation or experience.

WHAT ARE THE BEST WAYS FOR YOUNG WOMEN TO GAIN HANDS-ON EXPERIENCE IN THE INDUSTRY?

Tara Runion, project manager: Young women can gain valuable experience through internships, apprenticeships or volunteering with organizations like Habitat for Humanity. Joining associations like the National Association of Women in Construction or attending conferences are also great ways to build skills and confidence. These experiences provide exposure to different areas of the industry and can help women find what they’re passionate about and boost confidence. That’s essential for making it in construction.

HOW CAN YOUNG WOMEN GAIN EXPOSURE TO THE DIFFERENT CAREER PATHS WITHIN CONSTRUCTION?

Melissa Higginbotham, senior recruiter: Exposure to different career paths in construction begins with education, mentorship and hands-on experience. Success in this industry relies on passion and commitment, and the right resources can make all the difference. At BELL, we empower young students and women by sharing our journeys, building connections and guiding them to the many opportunities available. Through partnerships, mentorships and community outreach, we aim to inspire the next generation to pursue rewarding careers in construction and turn aspirations into reality.

WHAT KEY FACTORS SHOULD YOUNG WOMEN CONSIDER WHEN CHOOSING A CONSTRUCTION TO WORK FOR?

Luci Porter, executive administrator: For me, company culture and opportunities for growth were crucial factors. At BELL, there is a strong focus on personal development, and the company provides the tools and support needed for success. Our leaders also take notice when great work is done. I was promoted in just a year, and I’m proud of the difference I’m making in my new role.

Above all, our company values safety, integrity, commitment and work-life balance, all of which are important to me in a workplace.

WHAT SKILLS OR CERTIFICATIONS CAN HELP YOUNG WOMEN STAND OUT IN THE CONSTRUCTION INDUSTRY?

Tara Runion, project manager: Women in construction must be confident. I work with many men on the jobsite, and confidence helps show competence, navigate challenges and break down barriers. Confidence isn’t just about self-assurance, it’s about showing up as a leader, in meetings and in interactions with clients and colleagues. To stand out, women should also focus on building their skills and leadership abilities. Certifications like OSHA-10 or Project Management Institute’s Certified Associate in Project Management can help build credibility and demonstrate expertise. By combining confidence with these skills, women can make a lasting impact, advance their careers and inspire others.

WHAT NETWORKING OPPORTUNITIES OR PROFESSIONAL GROUPS WOULDYOU RECOMMEND FOR WOMEN IN CONSTRUCTION?

Ellie Quinn, project engineer: I recommend joining groups like NAWIC and Associated Builders and Contractors for valuable networking opportunities. NAWIC meetings are well-attended and provide a supportive environment where women share their experiences and support each other. NAWIC also offers scholarships for women pursuing undergraduate degrees in construction-related fields, making it a great resource for both professional development and financial support.

Eva James, project engineer: Networking is essential to build relationships with clients and subcontractors. Two of the best groups to consider are NAWIC and ABC, both of which offer excellent networking opportunities and resources.

SEE ALSO: IT TAKES A VILLAGE: McCARTHY AND FIRST RESPONDERS BUILD KITS4KIDS RELIEF KITS

The post Building a Toolkit for Women in Construction: A Q&A With Women at BELL first appeared on Construction Executive.

With more women entering the trades, their voices have amplified the demand for workwear that truly supports productivity, movement and protection. This shift has prompted some manufacturers to rethink traditional designs, ensuring that workwear keeps pace with the evolving workforce rather than forcing tradeswomen to adapt to outdated standards.

IDENTIFYING KEY CHALLENGES

Field research plays a crucial role in understanding the realities of the jobsite and ensuring workwear meets the demands of tradeswomen. By engaging directly with workers in the field, research teams have gathered firsthand insights, allowing product development to be driven by real-world needs rather than assumptions.

Through this research, a clear pattern emerged, highlighting the most significant challenges tradeswomen face with existing workwear:

Fit and mobility issues: Work pants were often too stiff, low-waisted or restrictive, limiting movement.Lack of durability: Many women’s options sacrificed durability for comfort, leading to premature wear and tear on the jobsite.Limited protection features: Key elements like reinforced knees, tool storage and breathable yet durable fabrics were either missing or poorly designed for tradeswomen.

A HUMAN STUDY CASE STUDY

Understanding these frustrations, brands are taking a research-driven, jobsite-tested approach to designing women’s workwear. Rather than simply scaling down men’s clothing, the design process prioritizes ergonomics, fit and durability. Direct feedback from tradeswomen played a crucial role in shaping practical solutions tailored to real jobsite demands.

“We took the time to be in the field and truly understand what was needed to create a full breadth of line that dressed women from head to toe—not just release a single item,” said Nadia Sinner, product manager at Milwaukee Tool. “Every cut, stitch and loop were meticulously intentional, ensuring that each piece addressed the real challenges tradeswomen face on the job.”

This approach led to key adjustments that improve functionality and performance in demanding work environments. For example, a high-rise, straight-fit jogger with built-in stretch and an elastic-integrated waistband provides greater mobility while staying secure throughout the workday. Wide waistbands enhance support, while deep, durable pockets offer convenient storage for tools and essentials. Additionally, reinforced belt loops can prevent sagging when wearing tool belts, ensuring both stability and sturdiness on the job.

To further address comfort and wearability, hoodies can be designed with extra room to accommodate ponytails and longer hairstyles. As well, shirts can be tailored with drop-tail hems to provide better coverage when bending or reaching overhead, preventing exposure and ensuring a more secure fit and peace of mind. These redesigns required rethinking traditional designs to better support tradeswomen working in dynamic environments without sacrificing comfort.

Products like these are undergoing continuous field testing to balance comfort and performance, ensuring that every stitch of workwear is built for the realities of women working in the trades.

MADE BY TRADESWOMEN, FOR TRADESWOMEN

Authenticity is an essential element in developing workwear that truly meets the needs of tradeswomen, delivering solutions that will meet the demands of a professional. Creating a women’s workwear line requires more than just research—it demands the voices and expertise of women at every stage. A female-led team played a crucial role in shaping Milwaukee’s decisions, ensuring that fit and functionality addressed real-world jobsite challenges. Women across sourcing, purchasing, legal and marketing influenced every phase of development, ensuring that both product design and brand messaging aligned with tradeswomen’s needs. Their insights resulted in workwear that is not only functional and durable, but also genuinely representative of those it serves.

By maintaining authenticity throughout the research and design process, manufacturers can reinforce the importance of listening to those who know how women work on the jobsite best.

SETTING A NEW STANDARD

The revolution of high-performance, female-specific workwear is more than just a few product launches—it marks a shift in how the industry supports tradeswomen. As their representation in skilled trades grows, so does the demand for apparel and resources designed to meet their needs.

Ongoing field research, product testing and innovation are driving the evolution of workwear, ensuring it keeps pace with the workforce. Looking ahead, the focus remains on expanding solutions and enhancing materials to provide gear that offers both functionality and longevity in demanding jobsite conditions.

Women’s presence in the trades is no longer emerging—it is firmly established. Advancing functional, long-lasting and thoughtfully designed workwear is a critical step in reinforcing their role in shaping the future of construction and skilled trades.

SEE ALSO: THIS WOMEN-LED BUSINESS IS REDEFINING WORKWEAR

The post Look Good, Feel Better, Build Great: Developing Better Workwear Options for Women in the Skilled Trades first appeared on Construction Executive.

Below is a breakdown of workforce-related executive orders. Additional analysis of other construction-related orders can be found by visiting constructionexec.com/article/executive-decision-an-analysis-of-trump-executive-orders.

IMMIGRATION

President Trump issued a flurry of executive orders related to immigration action items on Jan. 20. ABC recommends every contractor take all precautions in the hiring process to verify each potential employee is eligible to work legally in the United States, including using the E-Verify system.

Following the laws of supply and demand, mass deportations could constrain the availability of labor, which could stifle the ability of the industry to build the construction projects demanded by the marketplace. In other words, the supply of labor may not meet the demand, which could drive up costs, or consumer demand would adjust. And if the worker supply is constrained, employers would most likely adjust their employee value proposition to enhance their position in the marketplace.

FEDERAL WORKFORCE

President Trump ordered all department and agency chiefs in executive departments to eliminate work-from-home options and return employees to in-person work “as soon as practicable.” His administration has also issued a hiring freeze for federal employees to make good on his promise to deliver more efficiency in the federal government.

ENDING DEI PROGRAMS AND INITIATIVES

President Trump signed an executive order, Ending Illegal Discrimination and Restoring Merit-Based Opportunity, which directs all federal agencies to “terminate all discriminatory and illegal preferences, mandates, policies, programs, activities, guidance, regulations, enforcement actions, consent orders, and requirements,” to enforce “longstanding civil-rights laws,” and to “combat illegal private-sector DEI preferences, mandates, policies, programs and activities.”

The EO lists several other EOs that the Trump administration is revoking. Notably, the Trump EO revokes Executive Order 11246, Equal Employment Opportunity, which has required federal contractors to have affirmative action plans since 1965. Additionally, the EO orders the Office of Federal Contract Compliance Programs to immediately cease “promoting diversity,” “holding federal contractors and subcontractors responsible for taking ‘affirmative action,’” and “allowing or encouraging federal contractors or subcontractors to engage in workforce balancing based on race, color, sex, sexual preference, religion, or national origin.” The EO claims these actions are meant to streamline the federal contracting process “to enhance speed and efficiency, reduce costs and require federal contractors and subcontractors to comply with our civil-rights laws.”

This order states that “for 90 days from the date of this order, Federal contractors may continue to comply with the regulatory scheme in effect on January 20, 2025.”

Additionally, the EO directs each federal agency to include in every federal contract or grant award a term requiring contractual counterparties or grant recipients to agree that it is in compliance with all applicable federal anti-discrimination laws and a term requiring the counterparty or recipient to certify that it does not operate “any programs promoting DEI that violate any applicable federal anti-discrimination laws.”

It is important to note that requirements under Section 503 of the Rehabilitation Act, 29 U.S.C. 793, and the Vietnam Era Veterans’ Readjustment Assistance Act (VEVRAA), 38 U.S.C. 4212, both enforced by the Office of Federal Contracts Compliance Program, are statutory and remain in effect.

The EO also includes orders to encourage the private sector to cease DEI programs and initiatives. Specifically, the EO directs the Attorney General, in consultation with other relevant agencies, to promulgate a report with recommendations to enforce civil rights laws and encourage the private sector to end DEI practices. The report is required to identify “the most egregious and discriminatory DEI practitioners in each sector of concern.” It also requires each agency to identify up to nine potential civil compliance investigations as a way to deter DEI programs or principles.

On Feb. 21, a Federal Court issued a preliminary injunction against several provisions of Trump’s EOs on DEI. Read ABC general counsel Littler’s analysis (up-to-date as of press time, March 10, 2025) at littler.com/publication-press/publication/federal-court-enjoins-trump-administrations-broad-attack-dei for more information.

The post Executive Decision: An Analysis of Trump Executive Orders first appeared on Construction Executive.

Today she is a senior project engineer at Skanska, but growing up in Long Beach, California, Carrillo was a regular high-school student trying to find her way. When it was time to graduate and attend college, she says, “I initially thought I wanted to do healthcare.” But first impressions aren’t always correct. When Carrillo sought out a way to help pay her tuition expenses, it was actually her mother who opened the door for her into the construction industry when she helped Carrillo secure a position as a receptionist at a small general contracting firm. After just two weeks, the director invited her to assist on a project “and I fell in love with it,” says Carrillo. “So, I just stopped healthcare and shifted my career goals over to construction.”

“Construction’s not an easy job, but I love a challenge,” says Carrillo, who dove headfirst into her new role with the construction firm. She helped coordinate communications between vendors, contractors and subcontractors regarding projects her company had out to bid and led document-control efforts. “I was, at the time, a very shy person,” she says. “I was scared to get on a phone call and just ask them for their time. It was a big challenge for me to get out of my shell.” Despite initial intimidation while working amongst mainly male colleagues, she grew more comfortable with her role in construction and wanted to further her newfound skills.

QUARTER-LIFE QUESTIONS

When she was 25, Carrillo decided to venture out into the field—on the jobsite that is. “I wanted to see what it was like at another, smaller company that focuses on one trade,” she says. “So, I experimented with the subcontractor side and discovered I liked it. I liked the volume of work. I liked the networking, I liked working with the superintendents, but I still wasn’t getting the field exposure—that’s where my curiosity hit.”

Curiosity and fate collided, because at that same time, Carrillo was contacted by a recruiter for Skanska. “Out of the blue they called me,” she says. After a preliminary interview, Carrillo could feel how supportive and in alignment Skanska was with her goals. They would help her through school for construction management, expose her to the field and eventually guide her to her dream of becoming a project manager. “I was extremely blessed,” she says.

Despite how blessed Carrillo felt, she still faced challenges—one of the toughest being the doubt placed upon her as a woman in the industry.

“It was a lot of doubt that I would get from contractors and subcontractors when I would call and ask them a question or give them an order,” she says. “They’d ask to speak with my boss, who was a man. So, that was a challenging part, but as I’ve grown in the industry, I’m glad to say that’s changed. On my first project with Skanska, the trailer was full of women. I’m starting to see women as executives. We can talk about how proud we are of how far we’ve came and no longer have to worry about making a statement.”

In addition to the importance of shrinking the gender gap is work-life balance and, so, in addition to being a powerful woman in trades, Carrillo has also been a bodybuilder in her free time for nearly a decade.

BEAUTY IN STRENGTH

Having proven herself with Skanska for three years now, Carrillo has settled comfortably into her role, but she is still seeking out new ways to challenge herself. Applying the work ethic taught by her parents, combined with the support from her company and coworkers, she took to the stage last year for her first ever bodybuilding competition.

“I had the courage finally this year to step on stage,” she says. “It’s such a time-consuming hobby, and Skanska gave me the ability to create a work-life balance. They understood that this was something that I wanted to take on and they accepted it and supported me.”

Carrillo’s parents also acknowledge their daughter’s hard work over the years, cheering her on at competitions and bragging to their friends about her career in construction.

“Just having that,” she says, “knowing that they’re proud of me being here, it gives me so much motivation and it shows me that I can do it as long as I put all my effort into it.”

Although doubted by others on her career journey, never once did Carrillo doubt herself because of her being a woman. Because of that belief, combined with the inspiration of her parents and the support of her company, she has conquered every challenge and accomplished every goal she set out to so far.

Looking ahead, Carrillo is eager to continue her work in the field and in the gym. She hopes she can be an inspiration to other women coming up not only in the construction industry but in broader society.

“The message that I would like to get across is don’t give up regardless of how intimidating anything seems,” she says, “whether it’s construction or not, any other industry, bodybuilding or not, whatever it is that you come across. As long as we know that we are capable and we have a support system that motivates you and pushes you and allows you to experiment with the goals that you have, you can hit whatever it is that you’re aiming for.”

But looking back, she has some advice for little Lorena:

“To be patient and not to feel like I need to hurry up and figure my life out. I was really hard on myself because I had friends graduating from college, I had friends who had their career. But I am glad that I got to experiment with what I love to do before I committed a hundred percent. The fact that I decided to go down this route and be patient with my choices, I feel like that’s what little Lorena should know is just be patient.”

SEE ALSO: HOW TO SUCCEED IN THE CONSTRUCTION INDUSTRY: A PERSPECTIVE FROM A FEMALE GENERAL CONTRACTOR

The post Power Balance: How Lorena Carrillo Balances Her Role as Project Engineer With Her Passion for Bodybuilding first appeared on Construction Executive.

At 13, Wren was immediately drawn not only to fighting but to the fighters themselves. He says, “I just remember thinking, ‘These guys don’t get bullied,’ and then I fell in love with the chess match from there.” He had finally discovered what he wanted to be when he grew up.

With the help of “a lot of sweat and some great coaches,”— specifically Olympic gold medalists Kenny Monday and Kendall Cross—Wren became a 10-time state champion, a five-time All American and a two-time National Champion wrestler. His standout style was Greco Roman, in which he won the National Championship the summer after his senior year in high school. That win earned him a spot to train at the U.S. Olympic Education Center at Northern Michigan University to train for the games. Although the accolades are the cherry on top, for Wren, the life lessons, values and discipline fighting instilled in him make up the rest of the sundae.

He says, “You can think of life as a wrestling match: There will always be something small, but sometimes something big to overcome. Whether that be relationships or business opportunities. You can use the grappling or jujitsu or boxing mentality in a fight and in life and in business. For a lot of casual fans, it’s the fighter with the biggest muscles who they think is going to win, but the fighters behind the scenes and their coaches know it’s the person with the most reasons why who wins.”

Following a remarkable high school resume, Wren’s reason why evolved when an injury held him back after receiving a full-ride scholarship to the Iowa State University wrestling team—but he didn’t let it pin him down. Wren pivoted, taking to MMA at just 19 years old and winning his first three fights. From there, he would go 15-2 as an MMA and UFC veteran and become inducted into the Black Belt Hall of Fame. It would seem from there, Wren had made his mark on history, but he always found another move—and another reason why.
Having accomplished all that he set out to and more, Wren felt called to join a bigger fight. “That’s my nonprofit,” he says. “My journey is one from fighting against people to fighting for people and that lights me up.”

THE ULTIMATE FIGHT

Today, Wren lives in Austin, Texas, with his partner Amy Edwards. Together, they produce the podcast “Overcome With Justin Wren” and run the nonprofit Fight for the Forgotten, which helps secure health and human rights for displaced indigenous groups in East Africa. Wren took what he learned about fighting for himself and applied it to fighting for others. In the midst of his fighting career, Wren began traveling to the Democratic Republic of Congo, taking a portion of his winnings with him to purchase land and build fresh-water wells for the Mbuti pygmy people. Today, those efforts have evolved into an official 501(c)(3) and that land has welcomed further water wells and other infrastructure—Wren and FFTF are currently building a hospital for the Mbuti and Batwa people.

But how did he go from the octagon to Africa? And what was the reason this time? It started at the Denver Children’s Hospital. “Then it was those experiencing homelessness at the Denver Rescue Mission, then to the Las Vegas Rescue Mission, to behind the bars of more than a hundred different prisons—juvenile detention centers, women’s units, death row, maximum security, Folsom, San Quentin. Then I met a guy who was doing great humanitarian work in Africa,” says Wren. “He took me with him on one of his trips and I’ve never stopped going back.”

Over the next 13 years, Wren would fly from UFC fights to Africa and back and forth, cataloging the moments along the way. It should come as no surprise that Wren took this next reason why and turned it into his book, “Fight for the Forgotten: How a Mixed Martial Artist Stopped Fighting for Himself and Started Fighting for Others.” If you asked a young Wren—someone who identifies as an “athlete first” and struggles with dyslexia—if he thought he’d be the author of one of Amazon’s best-selling memoirs, let alone turn that memoir into a nonprofit, he would have probably guessed you were talking about a different Justin Wren. But while this book was written by Justin Wren, it was not solely about him.

“The book was an opportunity to give a group of people a voice,” he says. “When I met the Pygmy people, the Batwa, the Efe, the Mbuti, they said, ‘Everyone else calls us the forest people, but we call ourselves the forgotten and we don’t have a voice. Can you help us have one and tell our story?’” Wren took his fighting platform and turned it into the Fight for the Forgotten platform. “It started by fighting, winning, telling their story, and then a podcast and then news [appearances],” Wren says. In 2014, he gave a twenty-minute interview to New York Times bestselling author Loretta Hunt for Sports Illustrated—two hours and twenty minutes later, she told Wren his story was actually a book. Then she told Simon and Schuster. In 2015, Wren was officially a published author.

“Of the 28 chapters, I wrote 27 of them and it was one of the hardest things I’ve ever done, but one of the most rewarding,” Wren says. “I never thought I would ever write a book. In fact, at my Barnes and Noble book signing in Dallas, my former high school English teacher showed up and even said, ‘There’s one person I thought would never write a book.’”

GROWTH MINDSET MASTERCLASS

With his book written, his nonprofit founded, and his retirement from the UFC made official in 2023, that doesn’t mean Wren is done learning life lessons—or teaching them. His partner in life and business, Amy Edwards, is proof of that. The pair met in a mastermind group for self- and business-development. “We were trying to become well-rounded human beings,” Wren says. “Then I was the first guest on her new podcast and I asked her out afterward.” Edwards is Wren’s “greatest daily inspiration.” Her life philosophy: Love yourself like your life depends on it, because it does—which Wren says she models through her actions and practices.

The pair complement each other not only emotionally but professionally. Alongside Fight for the Forgotten, Edwards is the founder of Fight for Her, a partner initiative of FFTF that focuses on the Batwa women and girls, who are most vulnerable to and affected by the water crisis.

“While we’re focused on building better lives [with] infrastructure or a building, what happens within that building is so beautiful,” Wren says. “And so her focus has been making sure the girls are getting education, the women have a safe place to give birth and that the women also have sustainable livelihoods. While I’m focused on raising the funds to build the hospital, to build the school, to build the other stuff, she’s making sure that they’re coming along too, and that we’re not just developing buildings, but developing the humans that are there too, or at least [ensuring] that they have the opportunity to develop themselves.”

That growth mindset is what unites Wren to Edwards to the Batwa Pygmy people and, in a couple months, to ABC members. At ABC Convention 2025 in Las Vegas, Wren will detail the time he was literally stuck in a small room with a mosquito—and how it almost killed him.

OBJECT IN MOTION

As someone who has fought men nearly seven feet tall, Wren is grateful he finished some of those fights in the first round, “Yet a mosquito almost took my life,” he says. During one of his trips to Africa, Wren contracted a parasite from a mosquito bite and became deathly ill, losing 33 pounds in five days. That brush with fate generated a big impact in his life: “Bigger than any fight ever has. And if that’s true about that little parasite, just think how much more of an influence and an impact we can all have in the lives of somebody else, or in our community, through our business, through [ABC]. It’s so much more than we’ve ever thought possible.”

An object at rest will remain at rest, thus human beings have a tendency to count themselves out—a law of thermodynamics and the human condition Wren knows on an incredibly personal level. “I almost took my life two different times. I attempted suicide and now I look at all the beautiful things that have happened that I almost didn’t get to do.” On the other hand, Wren also knows an object in motion will remain in motion. “I look at how many people [the nonprofit] has helped. We’ve seen 1,800 people transitioned out of a life of slavery and into a life of freedom; at least 52,000 people—probably more than 80,000 people—have gotten access to clean water. I hope people [at ABC] really take that away, that they’re making a difference in many ways.”

As someone who has lived so many versions of life in his one lifetime, what is Wren’s next why? He hopes he can continue to find and create opportunities to inspire others, but also learn from them, which is what piqued his interest about speaking at ABC Convention 2025. “I’m so excited about speaking to this group of construction professionals,” Wren says, “because it’s my first rodeo building infrastructure.” FFTF just completed 13 kilometers of road where it never existed before—around a rainforest and up a mountain—for a community in the most need Wren has ever seen. “To be able to come to a group that does things like that daily and has done it for decades…ABC and its members are the unsung heroes of society. They’re making a difference, creating impact.”

Wren hopes to feel that impact as he steps away from the stage and into some of the breakout sessions throughout the week—a unique opportunity for someone who has been center stage and center ring for decades. “As a fighter,” he says, “I used to send people to the hospital. Now I’m building a hospital. As much as I’m coming in to bring inspiration, hope, knowledge and wisdom, I will get just as much out of the people of ABC—the people who have built hospitals long before me. I’m honored. I’m humbled. What a privilege for me to be able to share [my story] with them. But I know they’re going to share something that I walk away with, too.”

SEE ALSO: SHARING IS CARING

The post Ultimate Building Champ: How Justin Wren Went From Professional Fighter to Nonprofit Builder first appeared on Construction Executive.

However, it’s not enough to implement a supplier diversity program: It’s about actively creating opportunities for these businesses to thrive and succeed. According to a study by Oliver Wyman, 85% of companies in the United States have dedicated supplier-diversity programs, but only 59% of those with a program report supplier-diversity spending. While implementing a supplier-diversity program is the first step, the real impact comes from investing in and supporting diverse businesses. In the construction industry, a broader array of suppliers fosters competitive bidding, which can lead to higher-quality outputs and services. This healthy competition benefits the industry by driving economic growth and improving standards.

Below are some other impactful ways industry leaders can further build upon their supplier-diversity programs.

ASSESS AND RESEARCH

Firms that want to build out a supplier-diversity program should start by evaluating their current suppliers to determine if they are partnering with diverse companies. During this process, you should identify areas where diversity is lacking and where opportunities exist to diversify.

In addition to assessing current suppliers, businesses should perform research around companies that align with their diversity goals and gather data on potential suppliers. This can involve looking into the certifications of diverse suppliers, understanding the markets they serve and evaluating their capacity to meet organizational needs. Engaging with industry groups focused on supplier diversity and attending trade fairs and industry events dedicated to minority-owned businesses are practical steps toward expanding a supplier network.

PROMOTE SUPPLIER DIVERSITY

Employee and customer buy-in are crucial for the success of a supplier-diversity program. Businesses can start by educating employees about the significance of supplier diversity and how it aligns with the company’s values and objectives. This can be done through training sessions, internal communications and inclusion in the onboarding process. By fostering a culture of diversity and inclusion within the organization, employees are more likely to support and champion supplier-diversity initiatives.

For customers, showcasing stories of how diverse suppliers have contributed to the value chain can reinforce the positive impact.

Ultimately, creating platforms where feedback from both employees and customers is encouraged can lead to improvements in an organization’s diversity programs and help maintain alignment with organizational values and market expectations.

SET GOALS

To truly establish and achieve meaningful supplier-diversity goals, it is crucial to use a multi-faceted approach. Use the SMART method (specific, measurable, achievable, relevant, time-bound) to set reasonable goals that align with broader diversity and inclusion initiatives. This could include specific targets for the percentage of procurement spend allocated to diverse suppliers, the number of diverse suppliers in the supply chain, or the expansion of partnerships with underrepresented business owners.

In addition to setting goals, use technology to measure goals and monitor progress across the organization. Identifying industry benchmarks against peers and competitors can help set realistic standards. It’s important to evaluate and adjust supplier diversity goals based on performance, organizational priorities and market dynamics. Flexibility and responsiveness are paramount as the industry shifts. 

BUILD FOR THE LONG TERM

Lastly, foster strong, long-term relationships with suppliers based on mutual trust, respect and collaboration. Successful programs are built upon effective communication; establish these open lines of communication from the start. Encourage regular dialogue to discuss shared goals, expectations and challenges while building upon a collaborative partnership approach. Supplier relationships thrive when there is opportunity for strategic collaboration and cooperative innovation. Lastly, identify and recognize the contributions and showcase the successes that stem from a diverse supplier relationship.

Diverse supplier programs reach far beyond ESG efforts and regulations. By actively seeking out and fostering relationships with diverse suppliers, companies not only enhance their competitiveness but also contribute to economic inclusivity, reflecting a true commitment to building a more equitable industry.

The post Diverse Supply Chains Drive Innovation and Inclusion first appeared on Construction Executive.