LEADERSHIP
Trailblazer
Rosendin’s Stephanie Roldan on building opportunities for women in construction Women make up 9.1% of the construction industry in the United States. One of these women, Rosendin’s Stephanie Roldan, is committed to increasing this number and helping the industry be more inclusive toward women. Roldan’s involvement in the electrical construction industry began nearly 20 years ago as a journeyman apprentice, rising quickly through the ranks to her final field position as a foreman. She joined Rosendin, the nation’s largest employee owned electrical contracting company, in 2004 as an Assistant Project Manager and was assigned to a complex, highly visible project at a large semiconductor manufacturing facility in Chandler, Arizona. him that I thought this new style was The unique demands of this going to be the future of construction, project became the foundation of and that I could bring something to the Stephanie’s working knowledge of table to help individuals the processes and best perform and bring our practices for successful teams together.” construction management. Stephanie’s initiative The success of this project led to her promotion was in part based on to project manager for the development of her other projects, where she leadership skills. “On this semiconsuccessfully managed ductor project, we had multiple electrical base begun transitioning to a build and conversion Stephanie Roldan different style of construcprojects. In this elevated tion management, one role, she established capable and efficient that integrated project project teams and mentored many delivery and was more collaborative,” others who also now find themselves Stephanie says. “I decided to go to the in leadership roles. CEO of the company at the time to tell
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Lead Up for Women
By Erica Fetherston
Stephanie is currently serving Rosendin as the Corporate Lean Manager, where she trains and educates teams on the value of Lean construction. She also teaches about personal and professional growth. She has been influential in aligning the training department, Quality department and Lean department with a focus on delivering results through continuous improvement. Mentee becomes mentor When Stephanie first interviewed for a position with Rosendin, there was one man, Mike Greenawalt, on the interview committee. She remembers him asking her, “Where do you see yourself in 10 years?” Without hesitation, she said, “Sitting in your seat.” Greenawalt ended up being Stephanie’s mentor. Today, as both of their careers have progressed, Stephanie says they have maintained their mentor-mentee relationship, but that Stephanie now offers advice and support to her colleague as well. “Having mentors in this industry can be very helpful to your individual success,” Stephanie says. “Mike’s input at the start of my career was invaluable. Now, as we have both progressed in our careers, our roles reverse sometimes as he comes to me for my opinion where I now have specialized expertise that he values.” Early in her career, Stephanie had more limited options in terms of pursuing female mentors, but that women should be open to mentorships with men as well as women. “For women in my company who are looking for mentors, I let them know that they need supportive male mentors as well as female mentors,” she says. “Part of my role in that process has been November-December 2019