Construction Doesn’t Have a People Problem. It Has a Work Design Problem.
Most construction firms try to solve burnout, turnover, and leadership strain with perks, policies, or one-off training. But when the way work is structured stays the same, people quietly absorb the cost.
My work focuses on where most consultants don’t: How work is actually designed, day to day, project to project, and leader to leader. Because when work design changes, retention improves, leadership stabilizes, and operational efficiency follows.
The Business Consequence of Broken Work Design
Leadership and retention challenges aren’t "soft" issues; they are direct cost drivers...
The Exit Cost
Replacing a mid-level leader in construction can cost 125–150% of their annual salary when project disruption is factored in.
The Hiring Gap
The industry needs 439,000 net new workers in 2025; but most firms lack the leadership infrastructure to keep the ones they have.
The Performance Drain
Projects with strong leadership cultures complete faster and under budget compared to high-incident environments.
The Construction
"Growth Strain" Diagnostic
As your headcount moves from 10 to 500, the "cracks" in your leadership infrastructure change. Identify where your pressure is accumulating:
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Embedded Partnership — Not “Drive-By” Consulting
This is not report andwalk away consulting. I embed inside your organization as a leadership, learning, and change partner; part-time, flexible, and focused where the pressure is highest.
What We Build Together :
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Clarify Work Structure
We define workflows and accountability so work is structured around people, not just tasks.
03
Recovery-Informed Capability
Construction often rewards over-functioning and self-sacrifice. We equip leaders with accountability, emotional regulation, and boundaries to navigate human reality under pressure.
02
Strengthen Leadership
We design practical programs that fit your operational reality, no generic decks or theory without application.
04
Guide Change People Actually Adopt
I don’t install change; I facilitate it so your leaders help build the systems. That is why it sticks.
Why This Works in the Field
20+ Years "Inside"
I’ve spent two decades inside construction organizations, from field operations to executive talent strategy.
No Consultant Dependency
The goal is to build your internal capability so the systems continue long after I'm gone.
Radical Candor
Clients tell me I ask the questions others avoid, without making anyone feel blamed.
Let’s Talk About What’s Creating Pressure
If work feels heavier than it should, that’s not a personal failure. It’s a design opportunity. Let’s have a 45 minute conversation where we discuss your current challenges, organizational goals, and whether fractional consulting is the right solution.
No sales pressure. No obligation.
Just a straightforward conversation about what's possible.
Confidential • Construction-Focused • Results-Driven
You don't always need a six-month engagement. Sometimes you need a construction-savvy outside perspective, the right questions, and a clear path forward, all in one focused conversation.
The Strategic Power Hour is designed for busy construction executives and operations leaders facing specific challenges: a difficult personnel decision, a stalled cultural initiative, a leadership transition that's not going as planned, or simply needing to think through strategy with someone who understands your industry.
In 60 minutes, we:
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Cut through the complexity to identify the real issue
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Challenge assumptions and surface blind spots
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Map realistic paths forward based on your constraints
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Leave you with immediately actionable next steps
Best for construction leaders who:
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Need quick clarity on a specific leadership or operational challenge
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Want perspective from someone who speaks construction, not just coaching theory
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Prefer focused, action-oriented conversations over lengthy engagements
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Are testing whether Copper Penny Coaching is the right fit before committing to larger work
Common Power Hour topics:
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Navigating difficult conversations or conflict with key personnel
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Evaluating organizational structure or role clarity issues
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Planning leadership transitions or succession strategies
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Addressing team performance or culture challenges
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Making high-stakes hiring or termination decisions