Inclusion & Diversity
So how do you accelerate strategies for inclusivity and strengthen representation at the decision-making table?
That is the question the Gilbane Chicago team set out to answer as the opening keynote panel for Building Design + Construction’s seventh annual Women in Design+Construction Conference. I was fortunate enough to attend the event with fellow peers in the AEC industry. With AEC professionals in attendance, the conference is a premiere opportunity for women in the field to connect, collaborate, and advance best practices.
For Gilbane, it was also an opportunity to highlight our progress towards and commitment to diversity. With a female executive and a female-majority leadership team at the helm, Gilbane Chicago has fostered an inclusive work environment where career growth is accessible, sustainable, and prioritized at all levels of the organization. We invest in the talent pipeline with robust support programs in career development, mentoring, and succession planning.
For Vice President and Chicago Business Leader Karrie Kratz, that approach feels like a full-circle moment. Early in her career in the family-owned company, she witnessed Bill Gilbane, Jr. adjust his thinking around succession planning when he realized that he needed to be more intentional in making space for his daughters. The shift made space for Karrie, who is committed to opening doors for more women like her. “We can only accomplish the unimaginable if we start with diverse teams and perspectives, which is the path to excellence,” she said. “That’s where Gilbane Chicago’s excellence comes from, too. We reflect the communities we serve, which is evident in our approach and our projects.” Speaking to her fellow leaders in the room, she offered a call to action: “All of us have the opportunity—and I believe a responsibility—to have these conversations, bring them back to our companies, and accelerate progress.”
Kratz was joined on the panel by Senior Project Executive and Public Sector Leader Michelle McClendon, Project Engineer Emily Voigt, HR Director Vanessa Ramos, and Senior Manager and Private Sector Growth Leader Ezgi Kosereisoglu Talarico. The five women shared their journeys into the industry—both the challenges and successes—but focused heavily on specific tactics and strategies that others can learn from when trying to recruit, retain, and promote more diverse leaders.
Panel Conversation Insights
- Start early. The earlier career exposure and exploration start, the more robust our pipeline will be, so consider K-12 outreach in addition to college recruitment.
- Build trust. Create safe spaces for conversation, including at the top. Karrie opens up her calendar once a quarter, and every team member can reserve time with her to talk about their work, their goals, and the company culture.
- Create meaningful opportunities for connection. At Gilbane, several Employee Resource Groups (ERGs) give team members multiple options of with whom and how to network and collaborate with colleagues.
- If you can see it, you can be it. Ensure that employees from underrepresented communities have representational role models and mentorship opportunities.
- Talent begets talent. Once a candidate comes forward, ensure you have a diverse group participating in the interview process. Consider referral bonuses and providing team members with information and resources so they can amplify job postings and grow the company network.
But the most critical takeaways from the Gilbane Chicago team came in the form of questions back to the audience and back to the industry. This work is a process of continuous learning, growth, and improvement. Effective organizations and leaders must ask tough questions about their policies and office culture if they want to move the needle. Where are you recruiting new talent, and how is that approach evolving to create a more diverse pipeline? Do you have a clear and transparent policy on pay equity? What spaces or outlets have you created where employees can safely share their ideas, perspectives, and experiences? And lastly, how do you value and prioritize diversity—not as a check-the-box exercise but as an authentic, meaningful, and intentional strategy for improving your organization?
It’s a question our leadership team has asked—and continues to ask—and it’s what sets this dynamic team apart. I’m fortunate to call these fantastic ladies my colleagues and friends and draw inspiration from them and this thought-provoking conversation.
