Mainebiz Special Editions

1. Discipline-specific bootcamps. Engineering Manager Brandon Blake developed a four-to-six- week program in civil engineer- ing that walks new professionals through real past Sebago projects. Because the projects aren't live, participants can learn with the support of a mentor without the pressure of a "client deliverable." "It's been so well received that it has expanded into landscape architecture and structural en- gineering, and we're excited to see where it grows from here. When applicants hear about it, it really grabs their attention and has become a genuine standout in our recruiting conversations," Stone says. 2. A serious investment in interns and co-op students. Drawing on interns and students in co-op pro- grams allowed Sebago to bring on a record number of interns last year. "These students come in eager to learn and contribute, and we even put some of them through the bootcamp this past summer," Stone says. "The feedback was over- whelmingly positive, and a high percentage have come back to us for full-time roles, already know- ing our culture and our people." 3. A survey team that wrote the book on welcoming career changers. Sebago Technics is known for its surveying skills — which is one reason why the firm is usually at the front end of any construction project. In recruit- ing, they've had results recruiting people from other industries. "Our survey team has embraced career-change candidates like no other group in the company. They've built a culture of real in- vestment in people who are new to the profession, and we have team members who are exceptional trainers and mentors," Stone says. "It's a great example of how this philosophy isn't just a program — it's how our people show up." Challenges and opportunities Like any employer, Sebago Tech- nics faces challenges in recruiting. Finding Maine workers with spe- cific skills or training can be tough. "I'll be candid: the five- to 15- year experience range within our disciplines is still tough. Maine is a small market, and skilled professionals in construction- adjacent fields are hard to find," says Stone. "We've had success opening the door to people who love Maine and want to relocate, but in smaller numbers." The most effective way we build our pipeline is through our own people. Word-of-mouth matters in construction, and many of our best hires come from a personal connection with someone already on our team. — Dave Thomas, Consigli Construction « C O N T I N U E D F R O M PAG E 1 0 C O N T I N U E D O N PAG E 1 4 » Consigli goes with 'immersion' program Consigli Construction, which has a Portland of- fice, has a range of construction projects going on at any given time. It has managed major projects, and is particu- larly strong in the education field. It managed construction of the University of Southern Maine's Crewe Center for the Performing Arts, a $63 mil- lion project, and is overseeing the construction of the $500 million Portland campus for the Roux Institute of Northeastern University. Consigli has been one of the primary industry partners for AGC Maine's Construction Immersion Program, which has been a priority in building a strong pipeline of talent for construction and the skilled trades. As part of the training, Consigli holds jobsite tours for students to show them what's entailed in the construction process. The company has partnerships with the As- sociation of General Contractors of Maine, the Maine Construction Academy Immersion Pro- gram, Maine Community Colleges Construction Industry Workforce Partnership, New Ventures Maine / Trades for ME, National Association of Women in Construction's Maine chapter, the ACE Mentor Program and MaineWorks. Mainebiz asked Dave Thomas, Consigli's Portland- based regional director, about how the firm keeps diverse, major projects staffed and moving forward. Mainebiz: With so many big projects in different places in Maine, how do you keep them staffed? Dave Thomas: Construction is facing a well- documented workforce challenge, and in Maine it's even more pronounced. We're the oldest state in the nation by median age, and demographics alone tell us we'll continue to face a shrinking labor pool in the years ahead. That reality re- quires discipline. We're very intentional about the work we pursue, making sure we can staff projects responsibly and deliver the quality, safety and service our clients expect. Our selfperform division, Riggs, plays an important role on many projects, and we continue to invest in growing that team to support longterm needs. At the same time, Consigli takes a proactive, hands-on approach to strengthening Maine's construction workforce. By combining thoughtful workforce planning, selective growth and longterm investment in people, we're able to deliver complex projects across the state while supporting the health of Maine's construction industry. With deep roots in the state, we've built long- standing partnerships focused on recruiting, training and retaining local talent. MB: What's the best way to get new employees in the pipeline? DT: The most effective way we build our pipeline is through our own people. Word-of-mouth matters in construction, and many of our best hires come from a personal connection with someone already on our team. Our employees actively invest in recruiting their future teammates by mentoring, training and introducing others to the industry through schools, job sites and community pro- grams. When recruiting is embraced by everyone, not just a select few, the impact is multiplied. It creates more conversations, more touchpoints and stronger credibility across the state. n W O R K F O R M E / S P R I N G 2 0 2 6 12

• Cover