In this interview, we delve into the remarkable story of how Laurie Allen embarked on her path to success as a CEO in the construction management and inspection services industry. Laurie’s journey began in 1995 when she started as a temporary employee for a consulting firm. Over the course of 19 years, she worked her way up to become the VP of Operations for the NW Region. However, it was a conversation with an employee that sparked the idea of starting her own consulting firm, which led her to found ACMS Northwest in 2013. Laurie’s decision was fueled by her desire to create a business that embraced the values she had learned throughout her career and build upon the relationships she had formed.
Personal Journey as a CEO and Motivation to Pursue this Career
Back in 1995 when I started as a temp employee with a three-month duration for a consulting firm that provided construction management and inspection services on behalf of governmental agencies, I had no idea where it would take me.
I spent 19 years with that firm and during that time I learned a LOT. I worked my way up the proverbial ladder and when I resigned from that position, I was the VP of Operations for the NW Region. During that time I helped a lot of people achieve their career goals and earned the respect of colleagues and clients. A conversation with an employee who approached me and asked why I wasn’t running my consulting firm providing similar services is what planted the seed of having my own business. My immediate response was, “I couldn’t ever do that,” but then I started to think about why I said that and did not really have any solid basis for that remark. As I pondered the possibilities, I decided to make the leap of faith after talking it over with my dad and go for it on the basis of taking all the good that I had learned along the way, leave what I knew didn’t work, strive to always make my best better, and build upon the relationships I’d made throughout the years.
Significant Accomplishments and Success Stories
2023 marks the ten-year anniversary of Allen Construction Management Services, LLC (ACMS Northwest), and that alone is huge. This is quite the accomplishment considering when ACMS began in August 2013, I had already helped my former employer win all of the contracts we would eventually need for ACMS to be successful, so we had to wait five years before we could submit our first proposal, which we won. To date, we have not only won the contracts we needed to get a foothold in the industry but have delivered on the services we provide so well that we have been able to win repeat business with several of our clients and win work with multiple brand-new clients. We have also started a second company, ACMS Northwest Civil, that focuses solely on civil design.
Another accomplishment is getting the office out of my house, lol. The company has grown from occupying a bedroom in my home to being housed on the 10th floor of a lovely office with a view that is within close proximity to our clients and comfortably houses our core team (i.e., H.R., Operations, Marketing, Accounting).
However, the accomplishment which I am most proud of is the fact that our business model attracts top talent to our company. Some join our team as they see us as the stepping stone to help them achieve their goal of becoming a permanent hire of one of our clients. Others come on board with the intention of retiring from our firm one day. Either way, my vision of creating a company where employees feel appreciated, respected, empowered, and encouraged to be the best they can be and supported by ACMS to do so through our company-provided trainings, enrollment in local and nationally recognized certification courses, etc. and then seeing them achieve their goals and witnessing the pride and ownership they take in their work and responsibilities as they develop professionally is something I will forever treasure.
Leadership Style and Approach to Driving Growth and Success
I prefer to keep things simple. I feel my leadership style and approach reflect that by remaining genuine, humble, strategic, remembering where I came from and looking down the road to where I want the company to go and always remembering and applying the wisdom shared with me along the way in the decisions I make. For growth? I follow the adage of never overpromise and under deliver. For success? Take care of your people, and your people will take care of you!
Unique Strategies or Initiatives to Differentiate the Company in the Market
Building upon relationships, not allowing myself to be confined to the box but instead finding solutions outside the box with a “You tell me why I can’t, and I’ll show you how I can attitude.” To differentiate ACMS from others? There are a lot of really good firms out there with great people. Getting back to keeping it simple, we keep it real by truly listening to our clients and hearing what they are saying, presenting unique ideas for resolving challenges, and taking the time to promote from within to create more opportunities for women and people of color to succeed in our company.
Navigating Challenging Situations as a CEO
There’s been a few. Any company can have financial challenges, that is nothing new, and I have done my share of covering payrolls early on during the few times when receivables were late coming in. The bigger challenge was accepting that after 19 years in the industry, I was truly starting over and had to prove myself all over again from ground zero. Starting a company is not for the faint of heart. It takes a lot of hard work, resolve, and absolute faith and belief to make it.
Key Values or Principles Guiding the Decision-Making Process
The values I use to guide my decisions are honesty, respect, understanding, and appreciation of where we came from in getting us to where we want to be in the future. When making a decision I ask myself, does this add value to our ability to deliver optimum service to our clients and staff, and how does it benefit our community? I evaluate the pros and cons and choose the outcome that makes the most sense. Sometimes one has to say no, and it’s important to be able to discern and make those tough choices.
Staying Informed About Industry Trends and Contributions to Success as a CEO
I belong to several professional organizations such as the American Public Works Association, Program Management Institute, and have a really good CPA who understands our line of work. I also belong to several local organizations such as the Oregon Association of Minority Entrepreneurs (OAME). Participation in these organizations helps me have a better understanding of the direction the industry may be heading and what ACMS needs to do to be well positioned and prepared for and on the cutting edge. Right now AI and how it can be used as a tool as well as things to be aware and mindful of have my attention.
Key Factors Contributing to Success as a CEO
Never giving in, never giving up, or settling for less than we are worth; remaining approachable, keeping my word, having our people’s backs, and helping others to succeed. When we all rise together, that’s true success in my opinion.
Future Aspirations as a CEO and Company’s Evolution in the Market
Before that day comes when I hang up my hard hat and safety vest for the last time and clock out, I see ACMS continuing to grow not just locally but regionally through expansion into our neighbouring states of Washington and Idaho. More importantly, I see our company continuing to raise the bar on walking the talk by taking our current internal employment diversity achievement of employing 65% women and people of color at ACMS even higher. And where do I see myself? Right here in the middle of it, with my sleeves rolled up and ready to work. We cannot ask others to do what we won’t do ourselves; it’s about leading by example.
Personal Accolades, Awards, and Industry Recognition
Laurie Allen’s remarkable career has been adorned with numerous accolades and industry recognition, highlighting her significant contributions to the field. Some of the notable awards and achievements in her journey include:
In 2022, Laurie was recognized as one of “The Most Successful Businesswomen to Watch,” a joint recognition for herself and her company president, Monique Allen. This prestigious award celebrated their substantial contributions to the business community and outstanding leadership in the industry.
In 2020, Laurie was honored as one of the recipients of the DJC Oregon 2020 Phenoms & Icons Award. This esteemed recognition acknowledged individuals who have made a lasting impact on the construction industry in Oregon, a testament to Laurie’s profound influence.
In 2016, Laurie was featured in the Trademark Who’s Who Honors Edition, a publication that showcases influential professionals and executives across various industries. Being listed in this edition further validated Laurie’s dedication to excellence in the business world.
The same year, Laurie received the AI Influential Business Woman Awards as the “Most Influential Woman in Construction – Oregon.” This prestigious award underscored her exceptional leadership and accomplishments as a woman driving change in the construction sector in Oregon.
In 2002-2003, Laurie was included in the National Register of Who’s Who for Business Professionals and Executives, cementing her status as an esteemed business professional.
Below is an excerpt about Laurie’s company taken from one of their proposals
ACMS Northwest is an Oregon-based, women and minority-owned Construction Management and Inspection Services firm that provides professional services throughout Portland and the surrounding areas. As a limited liability corporation, the company has a long history of successfully delivering projects on time or early and within budget. ACMS Northwest started its humble beginnings in 2013, and the company has grown to a staff of 38 with a collective experience of over 80 years and a vast portfolio of construction management and inspection projects.
ACMS Northwest specializes in Inspection Services, Construction Management, Project Management, Civil Design, and Emergency Response. Their project focus involves public and private construction, along with all aspects of project support. This includes underground utility, water and wastewater treatment plants and pump stations, roadway standards evaluations, determination of stormwater requirements, characterization of site drainage area and runoff, conceptual design alternatives/feasibility analysis, engineering plans, details, and specifications, quantities and cost estimates, and general construction engineering services and support.
