INDUSTRY
WOMEN IN CONSTRUCTION
Shawmut Proud Michelle LaFleur on building a culture where ownership and growth fuel performance
M
ichelle LaFleur approaches her role as Chief People Officer at Shawmut Design and Construction with the belief that culture is a business driver. At the $2.3 billion, employee-owned firm, she works alongside the executive team to align talent
strategy with performance—building an environment where people feel supported, engaged and empowered to grow. With more than 1,300 employees across 15 offices, her focus spans everything from career development and retention to fostering a culture of care that strengthens both teams and client relationships. That perspective is rooted in experience. LaFleur began her career at Shawmut as a “temp,” steadily rising through roles in administration, talent management and compensation before stepping into the C-suite. Her journey reflects the company’s commitment to opportunity and ownership—and informs her passion for creating clear pathways for others. For LaFleur, the goal is to unlock potential at every level and the organization follows.
What inspired you to pursue a career in construction?
Truth be told, I really didn’t set out to work in construction. I moved to Boston after college and started as a temp. At the time, I knew nothing about the industry. As an anthropology major, I remember thinking, what am I doing here? I definitely didn’t imagine I’d still be here nearly 30 years later. What kept me in the industry was the fun of learning how complex the work really is and the people behind it. I was drawn in by how much teamwork it takes and how passionate people are about what they do. Construction is a team sport and it’s fascinating to see how everything comes together. There’s also something really meaningful about creating something tangible
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But after sitting with it, I realized how meaningful it would be. It became less about whether I could do it and more about the opportunity to give back in the same way others had supported me throughout my career. That really shifted things for me.
How has your leadership style evolved as you’ve advanced in the industry?
Michelle LaFleur, Shawmut Design
that people actually use and enjoy, such as restaurants and education spaces and over time, Shawmut gave me the opportunity to grow, take on new challenges and build on a career I never initially imagined
What’s been the most defining moment of your career so far?
One of the biggest moments for me was the opportunity to step into the Chief People Officer role. When I was initially approached about the role, my first reaction was honestly, no way, I can’t do that. I wasn’t sure I was ready for that level of leadership.
COMMERCIAL CONSTRUCTION & RENOVATION — ISSUE 4, 2026
Earlier in my career, especially starting out as an admin, my mindset was very much about being the doer. I was always asking myself how I could help and how I could prove my value. That’s still important, but over time I’ve learned that leadership isn’t about having all the answers. It’s about bringing people together and making sure their perspectives are part of the solution. That’s still something I’m working on. There are moments where you want to jump in and fix something quickly, but construction doesn’t always work like that. A checklist won’t solve everything. You’re dealing with people and people are complex. There’s no single playbook, so a lot of it comes down to being present and understanding what’s needed in the moment.
What are some of the most significant changes you’ve seen in the industry? The industry used to be much more traditional and hierarchical—very command and control. One of the biggest changes I’ve seen is a shift toward being more