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One of the most defining early experiences in my career was working as an assistant project manager on the Legacy at Millennium Park, a 74-story residential tower in downtown Chicago. I spent five years on that project, managing a $ 30-million curtainwall system, coordinating with an international manufacturer and a local field crew of more than 30 ironworkers. Watching that building rise floor by floor was an incredible experience, and I’ ll never forget the day we installed the final panel. The crew and I signed the back before it was hoisted into place with an American flag flying alongside it. Moments like that remind you that construction is ultimately a team effort; seeing what a group of dedicated people can build together is incredibly powerful and is what shaped the foundation of my career.
My work on that project led to my selection for the Walsh Group Leadership Initiative, a two-year leadership development program designed to prepare future company leaders. Being one of only 24 participants, and one of the first few women to complete the program, gave me exposure to the broader business and encouraged me to think more strategically about leadership.
After spending several years in estimating, I discovered how much I enjoyed the collaborative nature of the work; the problem-solving, teamwork, and constant learning required to bring so many moving parts together. That experience ultimately led me to pursue a leadership role in preconstruction services, where I could help shape projects early by working with owners and design teams to align scope, cost, and constructability before construction began.
A more personal turning point came later in my career. Early on, I believed success meant always being available and consistently putting in 60-to-70-hour weeks. One morning while driving my son to school, he asked me,“ Mom, can’ t you just tell work that you have a family you need to get home to?” That moment made me realize that I needed to reenvision my balance and lead differently, not only for myself, but for my teams. It reinforced that leadership isn’ t just about driving results, it’ s also about creating an environment where people can succeed both professionally and personally. Finding that balance has made me stronger, more empathetic and more effective as a leader.
Those experiences, along with several years working with an executive coach as I transitioned into senior leadership roles, helped shape how I lead today. Technical expertise will take you far in construction, but emotional intelligence is what ultimately allows you to lead teams and organizations successfully.
Curiosity and adaptability are two of the most important traits for anyone entering the construction industry today
2. How has your time in preconstruction influenced the way you now oversee full construction operations? Preconstruction is where the foundation for a successful project is built. Working closely with owners, architects, and engineers during that phase taught me the importance of early collaboration, thoughtful budgeting, and identifying risks before they reach the field.
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