Leading Through Change: What Construction Can Learn from Career Pivoters 

Not all great things start with a blueprint. Some things are built from the ground up — on the fly, figuring things out, learning by doing, failing forward and constantly adapting. This is especially true for leaders in the construction industry, and Amanda Finnerty, Director of Technology and Process Improvement at Commodore Builders, is one such leader.

From Office Manager to Organizational Architect

Amanda’s entry point into construction wasn’t glamorous. She started as an office manager at a $50 million firm.

But rather than staying confined to her job description, she leaned into every opportunity to learn. She taught herself marketing, compliance, finance and eventually technology — building foundational knowledge across every corner of the business.

“It was a lot of self-taught, figure-it-out-as-you-go,” she said. “I was writing manuals, implementing ERPs, fixing contracts—I was everywhere.”

Her ability to connect the dots between teams and systems played a key role in the company’s rapid growth. Over four years, the firm scaled from $50 million to $150 million in revenue. Amanda was instrumental in that transformation, helping to formalize operations and implement processes that supported expansion. When she left, she did so as the first female assistant vice president in the company’s history.

Scaling Up

That success set the stage for her next chapter at Commodore Builders, where Amanda began in a project support role before quickly expanding her influence.

Today, she leads enterprise-wide strategy across technology, data and process improvement — focusing not just on what tools are used, but how they integrate with people’s day-to-day work.

Amanda’s contributions at Commodore have included everything from company-wide ERP implementation to building scalable onboarding systems and piloting AI tools for contract intelligence.

“We’re using AI, but we’re using it with intent. I’m not putting my company’s data in ChatGPT,” she explained. “It’s about finding tools that fit the workflow and are built for this industry.”

Her data-first approach has helped Commodore consolidate insights across finance, project management, BIM and scheduling platforms — making it easier for teams to visualize performance, flag issues early and reduce rework.

Leadership as Listening, Not Just Directing

While Amanda’s technical skills are clear, her leadership style is rooted in something softer: listening. This approach not only improves adoption but builds trust. Amanda’s leadership isn’t about titles or hierarchy—it’s about enabling others to thrive.

“I try to learn from every person in the company," says Amanda. "I talk to the interns. I ask the field team how they’re using the tools. If I’m building something they’re not going to use, what’s the point?”

She also believes in giving credit freely, showing appreciation for both technical and emotional labor. That generosity has helped her create a culture of shared ownership—where ideas can come from anywhere and everyone has a stake in the outcome.

“Some of the best feedback I’ve gotten has come from people who are brand new. You have to ask for it. Otherwise, you’re building in a vacuum.”

Owning the Room — Even When It’s Uncomfortable

As a woman in construction leadership, Amanda knows what it means to be the only one in the room. Early in her career, she often focused on staying behind the scenes and letting the work speak for itself. But eventually, she realized that wasn’t enough.

“I always thought, ‘Just keep doing the work, and eventually people will notice,'" Amanda says. "But at some point, I realized I needed to start advocating for myself too.”

Now, she actively encourages women in the field to take up space, ask bold questions and speak with confidence — even when it’s uncomfortable: “Know your worth. Speak up. Even if it scares you — especially if it scares you.”

Amanda’s influence isn’t just operational — it’s cultural. She models what it looks like to lead with both authority and empathy.

A Playbook for the Next Generation

Amanda’s path offers lessons for anyone navigating leadership in construction — especially those who didn’t start with a clear roadmap. Her story is a reminder that leadership is something you build, not something you’re given.

Her advice for emerging leaders is clear:

• Say yes before you feel ready.

  Growth happens through action.

• Document everything.

  Clarity is contagious — and scalable.

• Ask better questions.

  Innovation starts with curiosity.

• Give credit often.

  Great leaders lift others up.

• Trust yourself.

  If you’ve done the work, don’t wait to be invited to the table.

“You don’t have to know everything on day one,” Amanda said. “You just have to keep showing up — and care about getting it right.”

Rethinking the Construction Leader Archetype

Amanda Finnerty didn’t enter the industry with a blueprint for success. She built it herself by navigating ambiguity, connecting people and systems and showing that leadership doesn’t have to look one way to be effective.

In a time of transformation, Amanda believes the construction industry will continue to need leaders who are grounded, curious and relentlessly committed to making things better — not just for themselves, but for everyone on the team.

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