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stays the same: build trust first, then build the business. The real question is whether the company can create an advantage in a new market.“ Why be average in Arizona when we can be great in our own markets?” Expansion decisions are driven by demand, workforce availability, relationships, and competitive positioning. During Covid, that meant stepping back from some markets before reentering when the timing was right.
Putting people first
The next chapter builds on the foundation of water and wastewater construction. Through TCI Holdings, Ken is creating a broader platform spanning development, commercial construction, and acquisitions, alongside Thieneman’ s infrastructure operations.“ We’ ve taken on new building projects. We used to do water and wastewater only, but now we’ re expanding into other sectors.” One example: a $ 680 million development in Westfield, Indiana, shaping plans for infrastructure, housing, and long-term community growth. It’ s part of a larger pipeline across multiple communities and years of work.
These days, Ken spends less time on projects and more time supporting the people who deliver them. A few years ago, he shifted from what he calls focusing on“ Xs and Os” to putting people first. Performance still matters, but Ken believes long-term success depends on developing individuals who can lead the business into its next phase.“ The construction industry has a real shortage of people. It’ s underwater by a factor of ten. You can’ t grow without people. It’ s impossible. If I focus on developing people, they’ ll be the best people for the company.” Indeed, this approach has required Thieneman to think differently about leadership. Coaches, educators, and other leaders from outside
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