As I draw closer, I hear the unmistakable sounds of progress. The rhythmic hammering. The whir of drills. The buzz of saws cutting through wood. Around the bend, eight different workshops are underway, each filled with girls ages 8 to 18. Some are learning to use tools for the first time. Others move with the confidence that comes from returning summer after summer, eager to tackle a new challenge, or teach one.

I’m visiting the Portland camp of Girls Build, an Oregon nonprofit celebrating its 10th anniversary this year. It’s a Friday, the final day of this week’s camp, and Katie Hughes, founder and executive director of Girls Build, enthusiastically leads me through the stations.

Building confidence gradually

The workshops are filled with projects in various stages of completion: three-legged wooden stools, handcrafted bowls and chopsticks, and a metalworking project designed by each camper.

A camper named Cora carefully saws one of the legs for her stool while another camper, Julia, sands her seat smooth, occasionally running her hand across the surface to check her progress. A year or two older, Olivia and Zoe proudly show me their freshly finished stools and explain every step, from shaping the legs to drilling the joints and making sure each stool sits firmly without wobbling. When I ask whether they’d be able to build another one at home, I receive an unequivocal yes.

“We already know all the skills,” says Olivia. “All we’d need are the tools.”

Across the lawn, another group carves serving bowls and chopsticks from tree branches, transforming raw wood into something both beautiful and practical. Nearby, Marin carefully uses a blowtorch to shape a charm for a necklace.

Around camp, confidence grows as quickly as new skills. Girls who may never have held a drill, saw or blowtorch just days ago now work with a sense of purpose.

At the far perimeter of camp, we arrive at what Hughes describes as every camp’s signature project: a playhouse. Unlike the projects that campers take home, the playhouse belongs to everyone. Throughout the week, all 80 campers work on it every day, with two of the day’s eight workshop rotations devoted to the project. By the end of camp, every girl has helped build every stage of the playhouse, experiencing firsthand how individual contributions come together to create something far larger than any camper could build alone. If time allows on the final day, Hughes says campers often use leftover materials to create personal touches, from built-in benches and shelves to dollhouses, making each playhouse one of a kind.

The completed playhouse will be delivered to a Preschool for All site. Hughes tells me the delivery is always met with excitement as children eagerly rush to explore a space built especially for them by Girls Build campers. Before partnering with Preschool for All, Girls Build donated its playhouses to domestic violence shelters throughout the region.

Girls Build also partners with foster care organizations and other community groups to ensure girls who might not otherwise have access to these opportunities are welcomed into the program. The camps always fill quickly, but girls in foster care receive priority placement in camps and on waitlists. By creating environments where trusted adults encourage curiosity, resilience and problem-solving, Girls Build helps build confidence that can influence educational choices and career aspirations long after camp ends.

An invitation to imagine

The seed of the idea for Girls Build was born while Katie was teaching high school construction classes in Portland. Many of the boys in her classes already understood what the skilled trades were. Some had family members in construction. Others had grown up around tools and job sites. Many of their other high school classes also focused on the trades.

But Hughes came to realize that many of her girl students were hearing about careers in the trades for the very first time from her. “I was selling them on the idea that the trades even existed,” she says. By then, many career aspirations had already begun to take shape. So, Hughes started Girls Build as a pathway for reaching girls much earlier than high school, before assumptions about who belongs in the trades had a chance to take hold.

Hughes observes, “Kids can only picture themselves in careers they have been invited to consider.” During my morning at camp, I see that invitation take many forms. Older campers return as interns and leaders, patiently demonstrating techniques, answering questions and encouraging younger girls. One of those interns is Kandyce.

Kandyce first attended Girls Build as soon as she was old enough, at age 8, after watching her older sister come home excited about everything she had built. At the time, she thought construction was “only a guy thing.” Over the years, she tackled increasingly ambitious projects, including a pinball machine she mused was bigger than she was at the time she built it. The annual electrical workshops led by women members of the International Brotherhood of Electrical Workers (IBEW Local 48) inspired Kandyce to regularly take on electrical projects at home, much to her mother’s delight.

This fall, Kandyce will begin working toward earning a degree in education at Portland State University. She says her experience with Girls Build inspired her to become a teacher. I ask what she would tell a young girl considering camp. Without hesitation, she replies, “Girls can do anything.”

Hughes says stories like Kandyce’s are not unusual. Parents often tell her their daughters return home eager to repair broken furniture and build new projects. Just as importantly, families describe girls who are more confident in the classroom and willing to try difficult things. The lessons, she says, extend well beyond construction.

Looking beyond recruitment

The architecture, engineering and construction industry has made meaningful progress in introducing young people to careers through classroom visits, jobsite tours, mentoring and hands-on learning experiences. Girls Build complements those efforts by specifically inviting girls to discover they belong. As tomorrow’s workforce grows up around us, the industry will need similarly creative ways to introduce girls to opportunities long before it’s time to recruit them.

On Nov. 7, 2026, Girls Build will celebrate its 10th anniversary with “Built to Last: A Girls Build Fundraising Bash” at Irving Street Studio in Portland. Proceeds from the event will help expand programming throughout Oregon and create year-round opportunities for girls to explore careers in the built environment and associated trades. Learn more by visiting girlsbuild.org or by emailing info@girlsbuild.org.

Kelliann Amico is president and director of everything at Amico, a strategic communication and public relations firm based in Portland. Contact her at 503-705-6203 or hello@amicopr.com.

The opinions, beliefs and viewpoints expressed in the preceding commentary are those of the author and do not necessarily reflect the opinions, beliefs and viewpoints of the Daily Journal of Commerce or its editors. Neither the author nor the 91��Ƶ guarantees the accuracy or completeness of any information published herein.

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Women’s History Month is gaining momentum in its recognition of women’s contributions over time, and for good reason. Women have come a long way. Yet, as the old saying goes, we still have a long way to go.

Across the built environment, the next phase of progress will depend on broadened access to opportunity. It will also depend on how the industry, particularly prime contractors, supports women-owned businesses as they grow, compete and lead. A look back makes clear that opening doors was, and still is, only the beginning of what it takes for firms to succeed.

A century ago, or before, women were a miniscule presence in the overall workforce and typically limited to roles with little authority or visibility. Leadership opportunities and professional roles were virtually unheard of, and the proverbial glass ceiling wasn’t even a notion. In architecture, engineering, construction and infrastructure, that reality was even more pronounced. Only a handful of women worked in these fields, and even fewer owned firms or led projects.

Nevertheless, women persisted.

In Portland, architect Margaret Goodin Fritsch established one of the state’s earliest architectural practices led by a woman. In Salem, Elizabeth Lord and Edith Schryver co-founded a landscape architecture firm that helped shape civic and residential environments across the region. And in Vancouver, Washington, Mother Joseph of the Sacred Heart led the design and construction of hospitals, schools and other essential community institutions across the Pacific Northwest. These women and a handful of other trailblazers in the region helped normalize the role of women leading developments that served growing populations and communities.

In the decades that followed, barriers that once limited women’s ability to start and grow businesses began to ease. Access to capital expanded, and practices that once required women to rely on male co-signers or intermediaries gradually gave way to more equitable systems.

Today, women-owned firms are a growing part of the built environment. While they still represent a small share of the industry, their presence reflects meaningful progress. Federal and state certification programs have helped expand the number of women-owned firms participating in architecture, engineering, construction and infrastructure projects. Oregon’s Certification Office for Business Inclusion and Diversity and Washington’s Office of Minority and Women’s Business Enterprises have created clear pathways into public contracting, making it easier for firms to access opportunities and be identified by project teams.

But let’s be clear: certification is only the beginning. While these programs have increased participation, they do not necessarily track how many firms grow, scale or remain in the market over time. Many businesses can gain initial access but still face the day-to-day realities of managing cash flow, maintaining a workforce and navigating complex procurement processes. Some firms grow. Others stall or fail before reaching their full potential.

The value women-owned firms bring to the industry extends far beyond any program or guideline. When these businesses can compete and grow, the entire built environment benefits.

Demand for housing, transportation systems, utilities and civic infrastructure continues to rise, even as the industry faces workforce shortages, supply chain constraints and an aging base of firms and leadership. Meeting these demands will require strengthening the pipeline of businesses able to deliver complex projects. Supporting the growth and participation of women-owned firms is one of the most practical ways to do that.

For prime contractors, the opportunity is clear. Moving beyond participation and toward partnership helps ensure these firms are positioned to grow and succeed over time.

What does that partnership look like in practice?

It can begin with something as simple as engaging women-owned firms earlier in the process, when there is more flexibility to shape scopes of work and align teams for success. Early engagement allows firms to contribute more meaningfully and positions them to build the experience needed to grow. It also creates space for their expertise to be fully integrated into project decision-making and leadership, strengthening outcomes for the entire team.

It also means right-sizing scopes of work so firms can perform effectively and build capacity over time. When opportunities are structured with growth in mind, firms are better able to invest in their workforce, strengthen operations and pursue larger, more complex projects in the future.

Consistency matters as well. Repeat work, mentorship and joint venture opportunities can provide the stability smaller firms need to scale. These relationships help build not only technical capability, but also the past performance and confidence required to compete at higher levels.

Equally important are fair and transparent business practices. Clear procurement processes and prompt payment can make a meaningful difference for firms managing cash flow and investing in their teams. These are practical steps that support day-to-day operations while enabling long-term growth.

Taken together, these actions support individual businesses. Over time, they strengthen the overall performance of the built environment by expanding the pool of capable firms, reinforcing supply chains and developing the next generation of industry leaders.

Women’s History Month offers a moment to reflect on how far the industry has come. It also presents an opportunity to be strategic about what comes next. The foundation has been firmly established by women who led despite structural barriers that limited their ability to do so, and by the many women who are boldly leading across the built environment today. The work ahead is to build upon that foundation through stronger partnerships across project teams, including prime contractors, so women-owned firms are positioned to grow, compete and lead. When that happens, the entire built environment stands to benefit.

Kelliann Amico is president and director of everything at Amico, a strategic communication and public relations firm based in Portland. Contact her at 503-705-6203 or hello@amicopr.com.

The opinions, beliefs and viewpoints expressed in the preceding commentary are those of the author and do not necessarily reflect the opinions, beliefs and viewpoints of the Daily Journal of Commerce or its editors. Neither the author nor the 91��Ƶ guarantees the accuracy or completeness of any information published herein.

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Throughout my career, I’ve worked closely with clients across the built environment, including architecture, engineering, construction and infrastructure. That proximity has allowed me to see how ideas become projects, how decisions are made, and how culture shows up in both boardrooms and on the job site. As a strategic communication consultant, I’ve helped those shaping the built environment navigate periods of change as workforce demands, project complexity and public expectations continue to grow. It has also given me a clear vantage point on one of the most pressing challenges facing the future of the built environment: a workforce development crisis threatening the ability to deliver the projects and infrastructure our communities depend on. Addressing that challenge will require fully engaging and retaining the next generation of talent, with women positioned as a critical part of the solution.

This column marks the first of what I hope to be many focusing on women’s experiences in the built environment. The idea for this series took shape after I attended several community events celebrating women’s contributions across industries. In particular, I found inspiration at the Women of Vision Awards hosted by 91��Ƶ Oregon. The stories shared that evening, centered on leadership, ingenuity, perseverance and impact, were uplifting and extraordinary. They underscored how much stronger the built environment becomes when women’s perspectives are valued and fully integrated.

So, today we begin with a look at how women are represented across the built environment workforce and how their perspectives are integrated into the way teams operate, solve problems and make decisions.

Progress worth recognizing

Women’s participation across AEC and infrastructure has grown steadily over the past several decades. Looking at the most recent data available from the U.S. Bureau of Labor Statistics (2023), women now represent between 5 and 10 percent of the overall construction workforce nationwide, depending on the specific trade, which is the highest it’s been in decades. In architecture and engineering, women account for roughly 21 percent of the workforce overall, with stronger representation among architects and early-career engineers.

Compared to even just a decade ago, more women are working at the highest levels, leading multidisciplinary teams, managing complex stakeholder relationships, overseeing regulatory and safety requirements and shaping how projects impact the communities where they’re located. In the skilled trades, where representation has historically been limited, the percentage of women is also growing steadily.

Where integration continues to lag

While this progress is promising, women remain underrepresented in both craft roles and leadership positions across the AEC sector. Tradeswomen continue to be a small minority on jobsites, particularly in infrastructure-heavy fields such as highway, utility and heavy civil construction. Leadership presents another challenge. Women hold just over 10 percent of manager positions in the built environment.

Even in disciplines where women enter in greater numbers, advancement into senior and decision-making roles occurs at a slower pace compared with their male counterparts. Compensation inequity continues to be a contributing factor. Across the U.S. workforce, women earn about 84 percent of what men earn for comparable work, and in many built environment fields, the gap is wider. Over time, these disparities affect job satisfaction, retention and advancement, ultimately undermining workplace culture and long-term workforce stability.

The result is a limited range of perspectives shaping infrastructure investment and project delivery at a moment when the built environment requires broader thinking, stronger collaboration and a deeper bench of experienced talent.

How women’s perspectives strengthen teams

From what I have observed working alongside teams in the built environment, women often bring approaches grounded in collaboration, clear communication and practical problem-solving, all of which support stronger teams and better project outcomes. These approaches tend to show up in how teams navigate complexity, manage risk and communicate across disciplines and stakeholder groups. In an industry where projects are long-term and highly visible, those skills are essential to delivering work efficiently and earning public trust. As we confront persistent labor shortages, fully leveraging women’s contributions is essential to workforce capacity and performance.

What integration looks like in practice

To continue the positive strides of women in the built environment workforce, organizations will need to create accountability at all levels across both professional and craft settings. This includes clear advancement criteria, equitable compensation practices and intentional sponsorship into leadership and high-visibility project roles.

Further, women’s participation in decision-making must become a standard practice. Expectations around culture, safety and respect must be explicit. Facilities, equipment and safety gear should reflect the reality that women are part of the workforce. Recruitment into apprenticeships needs to be intentional, and pathways from apprentice to journeyworker to leadership should be visible and attainable.

If made a priority, these practices will strengthen organizations and support better outcomes across projects of every scale.

Looking ahead

There’s a reason for optimism. The progress underway, reflected in workforce participation, leadership visibility and the stories shared by women across built environment fields, signals continued momentum.

As this “Women at Work” series continues, I will explore how organizations are moving toward deeper integration of women across the built environment and creating work environments where women’s perspectives are expected, valued and embedded. I will also highlight the stories of women making a difference in their professions and the communities they serve. If you have a perspective to share, I would love to hear from you.

Kelliann Amico is president and director of everything at Amico, a strategic communication and public relations firm based in Portland. Contact her at 503-705-6203 or hello@amicopr.com.

The opinions, beliefs and viewpoints expressed in the preceding commentary are those of the author and do not necessarily reflect the opinions, beliefs and viewpoints of the Daily Journal of Commerce or its editors. Neither the author nor the 91��Ƶ guarantees the accuracy or completeness of any information published herein.

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Lois D. Cohen is an icon. I use present tense intentionally, because the essence of what she strived for during her lifetime lives on – and is needed today more than ever. Lois was not a sports star, pop guru or movie legend. She did, however, master an incredible yet simple skill: getting people to talk with one another, without division and toward a common goal.

When the 91��Ƶ launched its Women of Vision awards in 2014, Lois was honored as its first Woman of the Year. Over a decade later, the 91��Ƶ continues celebrating women shaping the built environment in a tradition Lois helped pioneer through her leadership and spirit of connection.

I had the privilege of meeting with Lois’ son, Storm Siegel, and Kristen Bishop, who worked with Lois, to learn more about who she was beyond her public achievements. Both described her as “a force of nature” – a larger-than-life personality whose warmth, honesty and authenticity drew people in.

Storm described his mother as “a people person” who “didn’t take no for an answer, but built relationships through optimism, honesty and humor.” Two only children, Lois and Storm were very close. Storm reminisced, “We always aimed for one big belly laugh a day.”

Kristen remembered Lois as larger than life. “Unlike many with that kind of presence, she was pure-hearted, bluntly honest and deeply genuine,” Kristen told me.

The reflections of both Storm and Kristen reveal a woman whose presence could fill a room, yet whose generosity, commitment to mentorship and belief in the power of conversation brought people together and fostered progress.

Lois was a pioneer in the art of community engagement and consensus. She built her career on getting disparate groups to work together by being active participants in the community impacts of planned infrastructure projects. These included replacing an aging bridge or creating urban pathways for people who don’t use a motorized vehicle to get around. As Kristen recalled, “People were drawn to her because she was a straight shooter and a strong advocate who kept them informed.”

Kristen shared that Lois was profoundly committed to ensuring every person affected by a project had a voice – no matter who they were, where they lived, or whether they had previously engaged in civic processes. Her dedication to people went beyond the bounds of her professional work.

“If someone didn’t think they should care about a project, Lois would tell them why they should,” Kristen said. “If they couldn’t make it to an open house or community meeting, she would show up at their home.

“She loved the challenge of speaking with those who opposed her projects and, invariably, she would win them over through genuine attention and prioritization of their concerns,” she recalled. “Her gift for connection reached across every demographic and perspective, but she held a special place in her heart for those whose voices often went unheard.”

A native New Yorker, Lois came by her persuasive demeanor naturally. She began her career in the 1970s as a political liaison for the Jewish community, representing New York City, Puerto Rico and the U.S. Virgin Islands. During that time, she also worked with Robert F. Kennedy and later Jimmy Carter’s presidential campaign – experiences that deepened her passion for advocacy and public service. Her political work led to a position with the U.S. Department of Transportation during Carter’s administration.

Following her time in Washington, former USDOT Secretary Neil Goldschmidt – arguably the era’s most influential leader in Oregon politics – urged Lois to relocate to Portland. Although well-established in the East Coast’s business and political circles, Lois accepted the challenge. While perhaps not a milestone now, such a move by a woman in business in the 1970s was a game-changer.

With an innate ability to connect authentically with people, Lois quickly immersed herself in the Oregon business community. Then, in 2008, she formed Lois D. Cohen Associates (LCA), an early adopter of the philosophy that civic and government entities need broad participation when community members are impacted by public projects.

Her civic-minded approach left lasting physical and social marks in Oregon communities. With her ability to weave storytelling and relationship-building into infrastructure and civic work, Lois brought people together for the greater good. She advocated for marginalized voices at a time when few women held similar positions of power, and her work left an imprint that continues to shape communities for generations to come.

Lois’ work on the Sellwood Bridge replacement exemplified this. She was especially proud of the involvement she inspired among students, seeing them as future community leaders.

“She loved that project,” Storm recalled. “It showed exactly who she was – someone who believed everyone should have a voice.”

But it wasn’t just about big projects. Lois especially loved small-town engagement because it was so personal. One of her favorite accomplishments was in the town of Elkton, which in the 2010 census had a population of just 195. Lois helped the community come together to agree on a bridge project. Storm recalled joining her on a road trip through Oregon that she intentionally rerouted to include a stop there. “Everyone we saw in town knew her,” he said. “It was one of those moments that showed how much her work really mattered to people.”

Storm shared that Lois made relationships with her whole heart, cultivating cross-generational ties that went beyond the bounds of business.

“As she got older, she loved mentoring, especially younger women in the field,” Storm said. “Professional relationships often turned into real friendships. Years after projects ended, she was still on the phone with people just to catch up.”

When Lois became ill, those blurred lines between work and friendship came full circle. Storm shared, “When Mom was sick, so many people came through to visit her. These were people she’d worked with over the years, but they weren’t just colleagues anymore – they were friends.” He reflected that his mother “found real joy in what she did,” and that her work and personal life were “so intertwined because she cared so deeply about people.”

Kristen emphasized that Lois holds a special place in her heart.

As we look toward this year’s Women of Vision Awards on Oct. 23, Lois’ legacy continues to shape the spirit of the event and the community it celebrates. The values she championed – empathy, collaboration and connection – remain as vital today as when she first helped inspire this tradition. Her example reminds us that lasting leadership is grounded in integrity and kindness. Lois’ legacy invites all of us, especially women in business, to lead with conviction and compassion, to lift one another up and to keep humanity at the center of our work.

Kelliann Amico is the owner of Amico, a strategic communication and public relations firm based in Portland. Contact her at 503-705-6203 or hello@amicopr.com.

The opinions, beliefs and viewpoints expressed in the preceding commentary are those of the author and do not necessarily reflect the opinions, beliefs and viewpoints of the Daily Journal of Commerce or its editors. Neither the author nor the 91��Ƶ guarantees the accuracy or completeness of any information published herein.

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The “big bill” signed by President Trump on July 4 made conflicting headlines for its sweeping scope. For those working in the built environment sectors, its impact is less about politics and more about how the bottom line will be affected. Layered on top of this is the shifting landscape of tariffs, which continues to add uncertainty even amid clear signals of rising material costs. As tariffs fluctuate or are newly imposed – particularly on steel, lumber and electrical components – cost projections and contract assumptions can quickly become outdated.

With major shifts on the horizon for infrastructure priorities, federal incentives, permitting processes and materials costs, the initial reaction for those in the built environment sector could very easily be to hunker down and wait out the storm. But business development experts will tell you that waiting for certainty is precisely the wrong approach for those who want to grow and thrive. Indeed, rather than “going dark” in hopes of staving off what may seem an impossible chasm, now is the time for organizations to align on positioning at all levels, from leadership to interns, and proactively communicate this positioning with messaging that is consistent, straightforward and transparent.

It’s about more than just beating the drum. Team members, clients, vendors and community partners need assurances that what’s happening now on the policy front may merely be a bump on the road that will not impact the need or significance of the environment being built. Internal and external operational clarity will make way for understanding opportunities that the new legislation might open (like expedited permitting or public land access). The same clarity will lend understanding to past business models that may need to evolve (such as with the rollback of green building incentives).

But here’s the rub: “strategic communication” is often siloed within organizations, which makes it anything but strategic. In the AEC space, it typically sits within marketing or business development, and sometimes even at the project manager level. Ideally, strategic communication should be embedded across all levels of an organization, especially at the leadership table. When it is, those inevitable business pivots become far more streamlined and effective.

Take, for example, a firm considering a new market entry in response to land access changes under the new law. Communication professionals can play a critical role by interpreting the nuances of federal regulatory language and helping leadership understand what’s being communicated. This ensures the entire organization is speaking the same language from the start. As the shift takes place, messaging that aligns with the firm’s mission and identity can be crafted and consistently delivered across all audiences – team members, partners, legislators and the broader community. Consistency and authenticity in this messaging from day one will help ensure that what’s promised in the boardroom matches what’s delivered in the field.

This is about more than creating the right messaging; it’s about gaining advocates, protecting reputation, building consensus and anticipating resistance. In periods of legislative change, a lack of understanding of an organization’s position on the legislation can create ripple effects. Procurement teams may not be aware of changes to sourcing timelines. Estimators may miss a shift in material cost assumptions based on expired tax credits. Superintendents may make on-site calls without fully understanding new project constraints. This is why communication must be treated as infrastructure; it connects every operational layer.

Too often, communication planning is brought in after a major policy shift hits a project, which results in having to operate in crisis mode. Clear and transparent communication is about much more than damage control; while having a thorough crisis communication plan in place is imperative for when an emergency or unplanned change occurs, it needs to be thought of as more than just a safety net. In this significant moment of disruption, and future disruptions that are sure to follow, organizations that treat communication as a strategic function rather than a fallback or support role will be far better positioned to build trust, lead and prosper.

Another example of how the new law will impact the built environment is the rollback of sustainability incentives; this has put mission-driven firms in a bind. So, how do you talk about your commitment to low-carbon building when clients no longer see cost advantages in doing so? The answer lies in reaffirming values without overpromising outcomes. Rather than sidestepping the conversation, organizations can use this moment to be honest about the new challenges and creative about solutions.

“While federal incentives may have changed, our commitment to sustainable design remains as relevant as ever for future generations” is the kind of message that keeps a brand voice intact, even if the bid strategy must adapt. As sustainability goals collide with policy rollbacks, as federal permitting fast-tracks some projects and delays others, and as public resources are reallocated, what a firm says (and doesn’t say) matters for the long run.

Like it or not, proactive messaging around economic and policy volatility must be part of every firm’s playbook right now. Firms must closely track and communicate changes resulting from the new law clearly and promptly, both internally and externally. The risk of not being proactive is both financial and reputational – when surprises hit, trust suffers.

This is a moment to lead by example. Organizations that treat communication as part of their foundation – not merely a façade – will be the ones still standing strong when the next big shift arrives.

Kelliann Amico is the owner of Amico, a strategic communication and public relations firm based in Portland. Contact her at 503-705-6203 or hello@amicopr.com.

The opinions, beliefs and viewpoints expressed in the preceding commentary are those of the author and do not necessarily reflect the opinions, beliefs and viewpoints of the Daily Journal of Commerce or its editors. Neither the author nor the 91��Ƶ guarantees the accuracy or completeness of any information published herein.

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