At Skyline Construction, our story has always been defined by our people; how we grow, how we lead, and how we serve our clients. We spoke with founder and CEO David Hayes to reflect on Skyline’s history, his career journey, and his vision for what lies ahead. From the values that shaped the company’s early days to the philosophy behind becoming an employee-owned business, David shares what drives his leadership and what continues to set Skyline apart in the construction industry.

The Evolution of Skyline: From Early Days to Employee Ownership

Q: Skyline has grown and evolved over decades. When you look back, what were the turning points that shaped the company into what it is today?

David Hayes [DH]: People, patience, and persistence. Giving people time to grow has allowed our reputation to grow with it. We’ve been around for 30 years since 1996, and 20 years as an employee-owned company. Time has been our friend, it has given our people space to evolve and deliver great results for our clients.

Q: What principles from Skyline’s early days still define who we are now, even as we have expanded nationally?

DH: Transparency, both inside Skyline and with clients. When companies hide important things from clients or employees, it eventually burns you. We believe in addressing issues when they arise, being open about possible solutions, and seeking feedback. People, whether staff or clients, want authentic and honest communication.

Left: Fabian Valdiosera, Field Executive, holding hard copy plans (circa 1997). Right: David Hayes touring the construction jobsite of what is now Oracle Park in San Francisco (circa 1999).

Behind the Vision: David Hayes on Leadership and Business Philosophy

Q: How did your career evolve before founding and leading Skyline?

DH: During college I spent four years in the hospitality food industry, working every job imaginable before becoming a manager in Augusta, GA. After moving to California, I joined ABM, which was a fantastic experience that exposed me to the commercial real estate industry and BOMA. ABM had an excellent management training program and a fun culture. I learned a lot and built relationships that have lasted a lifetime. In 1996, Skyline’s founders approached me to become their fourth partner, leading business development. My management and business background at ABM helped me quickly adapt to the construction industry.

Q: You have worn many hats over your career. How have those experiences shaped the way you lead today?

DH: I believe in outcomes, actions, and delivering what you promise. I do not manage people; I coach and nudge them. I like to share the outcome needed and let people figure out the best way to achieve it. Patience is key, since everyone learns at different rates. The best people develop strong habits and work ethics. They do not need micromanaging but value regular feedback. I consider myself a player-coach. Having played college sports, I know that continuous improvement leads to greatness. I look for people who own their mistakes, learn from them, and lean into their strengths while teaming up with others who complement their skill sets.

Q: Who or what has had the biggest influence on your approach to business and leadership throughout your career?

DH: Honestly, I learned more from watching my bosses fail than from their successes. I cannot stand favoritism, insincere conversations, broken promises, laziness, or entitlement. So, I have worked hard to be authentic, to tell the truth even when it hurts, to do what I say, and to reward people who perform.

Q: Looking back, is there a moment in your career that fundamentally changed how you approach business and leadership?

DH: I am an immigrant, and I grew up poor. That experience taught me that the world is not fair, and you have to work hard, grow, and appreciate what you earn. I am always asking “what’s next.” That chip on my shoulder drives me to push for better outcomes. I have always loved being part of a team, probably because of my sports background, and I enjoy meeting people and building relationships. At ABM I learned how to balance fun, ambition, and leadership, and I carried those lessons into my leadership at Skyline.

The Power of “WE” Capitalism

Q: How would you describe your leadership style in a few words, and how do you hope that style influences the teams around you?

DH: Authentic. I believe in “WE Capitalism” at my core rather than “ME Capitalism.” We are a team, and when we win, we all win. We share in the rewards, and when problems arise, we all step up to fix them together.

Q: What drove your decision to transition Skyline into an ESOP, and how does that choice reflect your leadership philosophy?

DH: If you believe in “WE Capitalism,” you have to live it. To me, that means sharing equity and creating ownership opportunities for everyone at Skyline. If you talk the talk, you have to walk the walk.

Q: What do you think is the most important thing a leader can give to their people in today’s business environment?

DH: Money, equity, and benefits. Life is expensive, and costs continue to increase. My job is to help our people stay a step ahead. We all work to make money, period. But when you pair that with career opportunity, fun, and great clients, life is good.

Looking Forward: Culture, Ownership, and Growth

Q: When you imagine Skyline five or ten years from now, what do you see, and what excites you most about that vision?

DH: I see many of our people retiring comfortably on the equity they have built through our employee stock ownership plan. That is incredibly exciting to me. I also see the next generation of leaders stepping up to carry the torch.

Q: How will Skyline continue to stand out in a competitive and ever-changing construction industry?

DH: Construction is a commodity business with low margins, but it offers huge opportunities if you build trust and deliver on your promises.  You have to be genuine about serving clients and co-workers. I do not have revenue ambitions for Skyline, I have service ambitions. Our people are our competitive advantage.

Q: What role do you see innovation, culture, and employee ownership playing in shaping the company’s future?

DH: Construction is a people-powered business. Tech and robotics will grow, but people drive outcomes. Our company has a healthy mix of ages, and as our people mature, their collective strength will push Skyline to even greater success.

Skyline Team celebrating winning the award of “Best Places to Work.”

The future of Skyline will be defined by the same principles that built its foundation: authenticity, transparency, and a people-first approach. These values continue to guide how the company grows, how it serves clients, and how it supports employees as owners. With a culture rooted in trust and shared purpose, Skyline is well positioned for generations to come.