Michelle 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 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.
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?
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 collaborative and more focused on people. There’s a real openness now to asking how we can do better and how we can tap into the knowledge across the team.
There’s also been more recognition that workers are individuals who bring different perspectives and experiences. That focus on inclusivity, along with more collaborative ways of working, has been a meaningful shift.
What emerging trends do you believe will have the biggest impact on the construction space moving forward?
I’m really excited about what’s happening with technology right now and how quickly it’s evolving. When I first started, part of my job was literally making copies of plans and helping move paper around. That was just how things were done. Now, we’re using advanced digital tools that completely change how teams collaborate and how projects come together.
Tools like BIM and 3D and 4D modeling have already transformed the way we design and build, allowing teams to be more precise and more coordinated from the start. Looking ahead, I think AI and automation are going to take that even further. There’s real potential there to improve safety, increase efficiency, and support more sustainable building practices.
More than anything, it’s about how these tools help people work better together and make smarter decisions across the entire lifecycle of a project. At Shawmut, we’ve seen firsthand how these tools can strengthen collaboration across teams and elevate how we deliver for clients.
What advice would you give to young women considering a career in construction?
It’s a really great industry with a lot of opportunity, even though it doesn’t always get seen that way. There’s still a perception that construction is limited to certain types of roles, but in reality, there are so many different paths you can take. It’s not just about being on a jobsite. There are opportunities in technology, HR, marketing, project management and so many other areas that are essential to how the industry operates.
For women who are interested in problem-solving and working in a fast-moving, collaborative environment, this can be an incredibly rewarding place to build a career. It’s also an industry that really needs people, and there’s space to grow and make an impact. My advice would be to stay curious, ask questions, and not overlook it. There’s a lot more here than people realize.
What’s the best piece of career advice you’ve ever received?
One of the most meaningful pieces of advice I got came from my dad, who wasn’t someone who gave a lot of advice, so when he spoke, it really stuck with me. When I was in college, I worked for the accounting team through a work study program and I had a boss, Tom, who really supported me, not just in my work, but in my studies as well.
My dad told me to remember Tom and the way he showed up, because that’s what a great leader looks like. That stayed with me in a lasting way. It shaped how I think about leadership today. It’s not just about the work someone produces, it’s about recognizing people as individuals and supporting them in a more complete way. That’s something I’ve tried to carry with me and model for others.
What’s the single most important thing every woman can do to secure and keep a seat at the table?
Be excellent at what you do and really know your stuff. That’s the foundation. When you bring that level of preparation and expertise, it gives you confidence and credibility in any room you’re in.
At the same time, you have to believe that you belong there. Your perspective matters and you have something valuable to contribute. That confidence doesn’t always come naturally, but it’s important to develop it over time. Understanding your strengths and leaning into them is what allows you to show up fully and make sure your voice is part of the conversation.
How can companies better support the advancement of women in leadership roles?
It really comes down to being intentional. Women make up half the workforce, so it’s not just the right thing to do, it’s also good business to think seriously about how to support their growth and advancement. There are so many talented women who want to contribute and take on leadership roles.
But that kind of progress doesn’t happen on its own. It can’t be left to chance. Companies need to actively create opportunities, put thoughtful plans in place and make sure leaders are focused on developing all talent in a meaningful way. That includes being clear about pathways to leadership and making sure all employees are being supported and encouraged.
What’s the biggest item on your to-do list right now?
On the personal side, both of my sons are graduating this year—one from high school and one from college—which is a huge milestone for our family. We’re planning a trip to Japan to celebrate, so that’s something I’m really looking forward to and am spending time preparing for.
On the work side, I’m focused on carving out space to think more about the future. It’s very easy to get pulled into the day-to-day demands of the job, but it’s important to step back and look ahead. I’ve been trying to be more intentional about making time to read, reflect, and think about emerging trends and how they will impact our organization and our people.
What motivates you to keep pushing boundaries in your career?
I think a lot about the people who believed in me and supported me throughout my career. That has had a lasting impact on me, and it motivates me to show up well and to do the same for others. I want to make sure I’m creating opportunities and helping people see what’s possible for themselves.
I also feel a strong sense of responsibility in the role I’m in. It’s about helping to shape a culture where people feel supported and valued for who they are. At Shawmut, that people-first culture is a core part of who we are, and it’s something I’m proud to help build and strengthen every day. That idea of care and respect is really important to me and continues to push me forward.
If you could change one thing about the industry, what would it be?
I would like more people to really understand how meaningful this industry is. Construction shapes where people live, work, and spend their time and it has a direct impact on everyday life in ways that often go unnoticed.
It’s a challenging industry, but it’s also one that is full of purpose. There is a real sense of pride in building something that lasts and serves a community. There is a lot of opportunity here, and I would love to see more people recognize it as a place where they can build a meaningful and fulfilling career.
