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V O L . X X I I I N O. X V I I I A U G U S T 7 , 2 0 1 7 20 the company has a policy of no layoff s. In 1989, Gaudreau was laid off just before Christmas. Within days, he started a new company, vowing that he wouldn't do the same to his own employees. "A lot of construction companies hire in the busy months and lay off in the winter," Wadsworth says. "We have a commitment to only hire people we know we can keep full-time, year-round. I tell my people, you will not worry about losing a job and feeding your family." Under her leadership, the company is grounded in the principles of treating employees and sub- contractors like family, ongoing safety training, and having a diverse workforce — 30% of employees are female. Unlike other companies that shift project managers to new jobs before the punch list is com- plete — a potentially jarring experience for clients — Wadsworth keeps managers on the project through the closing period. She also pursues the Triple Bottom Line philoso- phy, learned while earning her MBA. is puts equal emphasis on social, environmental and fi nancial considerations, which translates into building meth- ods that benefi t clients and the environment with practices like super-insulated buildings, utilization of advanced framing techniques, avoidance of volatile organic compounds and reliance on local resources. She promotes the company as a collaborative partner throughout the development process, rather than a hired hand once the drawings are in. "We seek opportunities to work with developers and owners, to get in from the beginning and create relationships that allow us to do multiple projects over time," she says. For example, for the 2015 renovation and addition for Norton Insurance in Cumberland, "We were brought in early, and were able to help the design team, architect, engineers and owner understand the best values they could get for their money," she says. "Having our eyes at the beginning of the process benefi ts the end results. at process is exciting, and a lot of fun. And we all cre- ate relationships while also creating this great product." She expects her work with girls to be a poten- tial conduit for the future workforce, in an industry that's struggling to fi nd employees. "If you have a shortage, you need to think about nontraditional applicants," she says. "I'm saying, 'Let's get more females involved.'" L S , M a i n e b i z s t a f f w r i t e r , c a n b e r e a c h e d a t @ . » C O N T I N U E D F RO M P R E V I O U S PA G E In her own words In her own words In her own words In her own words In her own words In her own words In her own words In her own words In her own words In her own words In her own words In her own words In her own words In her own words What triggered your career path? I met with a recruiter to help with my job search. We talked about my ideal job and what I would enjoy doing on a day-to-day basis. She immediately said, "You want to be a project manager." A light- bulb went off for me — that I could work at Hardypond and do that job. So I expressed my desire to my dad and our general manager that I wanted to stay at Hardypond and work toward being a project manager. It was during my MBA classes, when I used Hardypond as the subject of many papers and reports, that I realized I really loved the business, working with my dad, and being a woman in construction. After finishing my MBA, we started seriously discussing a succession plan. Did you have a mentor or role model? My parents have always been my mentors and role models. They are both such hard-working people and I got to see them putting all their efforts into their work growing up. My dad also made a point of intro- ducing me to every female in the building industry growing up, so I knew that it was not an industry just for men. My dad continues to mentor me on a daily basis — answering questions, strategizing with me and commiserating in some of the less glamorous parts of running a construction company. What advice would you give your younger self? I would tell myself to stop rushing into roles of responsibility, be more spontaneous and travel abroad more. What keeps you up at night? I have two toddlers and a Labrador fighting cancer, so if I'm awake in the middle of the night it's usu- ally one of them needing something. What's the last book you read? I read a lot of construction and real estate jour- nals, magazines and online publications, but actu- al books — paperback, please — are typically par- enting books. I'm currently working on "How to Talk So Kids will Listen & Listen So Kids Will Talk," by Adele Faber and Elaine Mazlish. 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