Women in Construction Week at Skyline is about more than representation. For us, it’s about understanding how impact evolves over time, how each stage builds on the one before it, and how we can support these difference-makers, regardless of where they are in their career journey.

From early-career Project Engineers building confidence in the details, to senior leaders shaping strategy and culture, each role strengthens the entire project lifecycle. When those layers connect, projects run smoother, teams collaborate better, and clients feel the difference.

Growth like that requires structure, exposure, mentorship, and support at every stage. That’s where Skyline leans in.

Project Coordinators & Engineers: Building Confidence Early

Every project starts with energy and execution.

Sofia Koeppl brings both. Only a few months out of college, she approaches construction with an engineer’s mindset and a bias toward action.

“I bring positive energy to the team,” she said. “I’d rather sit down, hash things out, and solve a problem than push it off for later.”

Her strength is momentum. When issues surface, she leans in and embraces evolving tools and technology to keep projects moving efficiently.

But momentum needs structure. That’s where the skillset of Cindy Nguyen comes in. “I’m always following up on tasks and nudging not only our team but our subs to keep things on schedule and make sure the client has what they need,” she said.

From verifying pay applications to maintaining accurate Procore directories and tracking subcontractor bids, Cindy builds the framework that keeps projects on track.

But momentum needs structure. That’s where the skillset of Cindy Nguyen comes in.

“I’m always following up on tasks and nudging not only our team but our subs to keep things on schedule and make sure the client has what they need,” she said.

From verifying pay applications to maintaining accurate Procore directories and tracking subcontractor bids, Cindy builds the framework that keeps projects on track.

How Skyline Supports Project Engineers

Early-career professionals need exposure, not just assignments.

Skyline’s project engineers are exposed to meaningful work that creates real impact, not just paperwork. Our Project Engineers attend OAC meetings, sit in on risk discussions, and see how budgets evolve. That visibility builds confidence long before the title changes.

Project engineers also participate in structured mentorship programs and are paired with experienced Project Managers (PMs) and Assistant Project Managers (APMs) for real-world decision-making guidance. We intentionally rotate exposure across subcontractor coordination, cost tracking, client communication, procurement, submittals, and field walks. By the time they advance, they understand the full lifecycle of a project and not just one piece of it.

Assistant Project Managers: From Execution to Leadership

As complexity increases in the Assistant Project Manager role, execution must evolve into coordination.

Jessica Cary is a perfect testament to this.

“When issues come up, I make sure all necessary parties are involved so problems can be resolved efficiently rather than lingering,” she said.

Elvira Sabanovic extends that alignment into anticipation of challenges and bringing those to the table early. Known as “The Procurement Scout,” spotting submittal risks early and protecting the schedule.

“I try to get ahead and complete tasks before someone else tells me what they want done,” she said.

Together, they represent the shift from task management to proactive leadership.

How Skyline Supports Assistant Project Managers

Skyline expands APM ownership from procurement and cost tracking to providing direct exposure to client communication and change order strategy, and involves them in schedule analysis and risk mitigation discussions.

We also encourage participation in industry organizations such as CoreNet, BOMA and other local construction, architecture and engineering associations. Industry involvement strengthens our  relationships within the industry as well as build market awareness — both critical for future PMs.

Cross-office collaboration further broadens perspective, building the leadership skills required for the next step.

Project Managers: Owning Outcomes

As complexity increases in the Assistant Project Manager role, execution must evolve into Cross-office collaboration further broadens perspective, building the leadership skills required for the next step.

Jessica Torres is known for her disciplined risk management.

“Risk causes chaos and stress,” she said. “It’s important to recognize issues quickly, discuss the impact, create a plan of attack, and execute.”

Together, these strengths create predictability in an unpredictable industry

Monica Berg describes herself as the glue.

“I have to understand the expectations of each stage of the project to ensure the field team and subcontractors have what they need so the project keeps moving,” she said.

How Skyline Supports Project Managers

At this level, development becomes strategic.

Skyline invests in PM growth through leadership development training, financial acumen training tied to forecasting and margin strategy, exposure to preconstruction and business development efforts, and speaking opportunities within industry groups.

We don’t just promote strong builders. Instead, we develop strategic thinkers who understand market dynamics, client relationships, and long-term planning.

Leadership: Scaling Stability

At the leadership level, attention to individual projects migrates to oversight of systems, culture, and people.

Chief Marketing Officer Ali Bedwell jokingly calls herself “The Therapist.”

“People come to me when they’re stuck,” she said. “I listen, ask questions, and help them reverse-engineer the problem so it feels manageable.”

Director of Preconstruction Joan Walters, known as “Auntie J,” pairs 34 years of experience with steady financial stewardship.

“I’m known for staying level-headed and bringing humor into stressful situations,” she said.

Their influence extends beyond project metrics. They create clarity, protect culture, and advocate for growth across teams.

How Skyline Supports Leadership

Leadership development focuses on sustainability and succession. That includes executive coaching, peer advisory involvement, strategic planning sessions that include emerging leaders and clear succession mapping.

Strong leadership isn’t about hierarchy. It’s about creating conditions where others can grow.

Benefits That Support Growth

Similar to professional development, Skyline’s benefits are designed to support our team members, regardless of what stage they’re in — early career growth, family expansion, and long-term planning, to name a few.

Health and Financial Stability

Employee Stock Ownership Plan (ESOP): company-funded annual contributions that build employee ownership and long-term retirement savings at no cost to the employee
401(k) match up to 6% with immediate vesting
Employer-funded HSA contributions
Company-funded HRA option
PPO and HDHP options

Protection and Peace of Mind

Employer-paid life and AD&D insurance
Short- and long-term disability coverage
Critical illness, accident, and hospital indemnity options

Family and Wellbeing Support

Employee Assistance Program
Backup care for childcare, aging parents, and pets
Flexible Spending Accounts and Dependent Care
Domestic partner eligibility
Pet insurance and identity theft protection

Everyday Support

Structured unlimited PTO
Employee discount programs
Legal assistance coverage

Construction careers demand resilience and long-term thinking. Our benefits are structured the same way — practical, protective, and designed to compound over time.