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Jacqueline (Jacque) Hinman
Chief Executive Officer

Q: Jacque, you’ve spent more than 35 years working in the engineering and construction industry, including leading a Fortune 500 company. How has that shaped the way you think about leadership — especially for women?

My career has taught me that leadership starts with foundational values, basic things like communicate simply, be trustworthy, do what you say you are going to do and strive to understand the viewpoints of others. These are things we learned in kindergarten that evolve through the people who influence us along the way. Trust, human connection and clarity have guided me throughout my journey.  

For women in construction, an industry where women have historically been underrepresented, these values can provide a strong foundation for success. Leadership becomes not just about delivering projects, but about connecting with others, modeling resilience and shaping environments where women and men can thrive.

Q: You’ve talked about culture as a journey, not a destination. What does that mean in the context of women in construction?

Culture doesn’t change because we write a new mission statement. It changes by people acting consistently and making intentional choices. The construction industry has opened its doors wider to women, but meaningful cultural change occurs when leaders, especially those in senior roles, intentionally foster an environment where everyone feels valued and respected.

I believe culture is built in moments, habits and everyday interactions. When leaders embrace that, they create workplaces where all people are heard, supported and empowered.  

At �鶹TV��վ, we strive to live by our core values of Life, Heart, Mastery and Trust. When I think of cultivating culture at �鶹TV��վ, I think of a quote I read once, “Happiness is not a state to arrive at, but a method of traveling.” To me, culture is how you feel along the ride, not just the stops you make along the way. As the CEO, it is my job to see that everyone feels empowered to contribute at their highest capacity and that we each have the tools and resources needed to be successful at our job.

Q: Mentorship is critical to helping women and men advance in the construction industry. What role has mentorship played in your own advancement, and why is it so important in this field?

The relationships I built early in my career no doubt helped shape my career path. My mentors were people I could turn to for advice. Mentors can help you develop both technical and softer skills. Personally, I learned by asking questions: How did you think about that? How did you have that conversation? Why did you design it that way? For me, mentorship is more about people, emotion and judgment.

I recall my first job out of college; I worked as a construction manager. While I don’t believe this would happen today, the team did not initially trust me because I was a young woman and lacked the construction experience they expected in the independent construction manager. I knew to be successful, I had to earn their trust, so to gain their respect, I asked the site foreman for help. Although it required vulnerability, I was not afraid to admit what I did not know and was willing to put in the extra time to learn and earn the team’s trust.

For several weeks, I stayed late after work at the construction site, and the foreman taught me how to operate a grader machine. One day, I had to challenge grading that did not conform to the plans. The lead equipment operator told me that it was sufficient, and if I was so sure about the error, I could show them how to re-grade it. So, I got into the machine and spent about 20 minutes modifying the drainage ditch in question. Thankfully, I was able to make the necessary change. You can imagine their surprise when I finished — I got along well with the team after that!   

I would encourage everyone, no matter what level you are at in your career, to find good mentors or be willing to ask questions when you don’t know all the answers. Remember that mentors don’t always come in the package you are expecting, either. It does not matter how much education you have or what position you hold, you may be able to teach another a valuable skill that helps them be successful.

Q: The industry is undergoing rapid change, from technology to workforce expectations. How can women contribute to leading through this transformation?

One thing I have learned is that people can adapt to change better than they think. Sometimes it is the thought of change that is the hardest part. Today, we are in a period of accelerated change driven by innovation and shifting societal needs. Leadership requires clarity of purpose, adaptability and human-centered decision making. Women often bring these strengths naturally because many have spent their careers navigating complexity and proving themselves, with a lot of change along the way.

Q: You have embraced a purpose-driven leadership model. How does your leadership style translate into advice for women advancing in the field?

Purpose-driven leadership means remembering that our work should contribute to something larger than ourselves. In construction, we literally build communities, but we also build future leaders and shape the experiences of those around us.

For both women and men, my advice is this: Lead with authenticity, stand firm in your values and communicate simply and transparently. Your path may not resemble anyone else’s, and that’s okay. Be your own unique version of you. What matters is the impact you leave behind.

Q: If you could leave women in construction with a final thought, what would it be?

Leadership is stewardship. Every project, every person you mentor, every solution you imagine contributes to a legacy far greater than the work itself. The construction industry needs your perspective, your ideas, your leadership. When you lead with purpose, you help shape a culture where the next generation does not just join the industry, they help transform it.

Jacqueline Hinman is the Chief Executive Officer at �鶹TV��վ.