When I joined BL Companies as CFO in 1999, no one expected I would become CEO. I was hired as CFO for a fairly well-established architecture and engineering firm. I came from the telecommunications industry with degrees in economics and business. In a field where technical credentials traditionally define leadership, I assumed I’d spend my career managing finances, not leading the company.
When I arrived the company appeared successful, but beneath the surface rapid expansion had outpaced internal systems. Financial reporting was inconsistent, decisions were made in silos, and accountability was weak. I spent my first months building structure by introducing financial controls, regular leadership meetings, and clear accountability. Progress was slow but steady.
Then in 2005 our founder and CEO announced his intent to retire. While his chosen successor had strong technical credentials, he had limited leadership experience. The remaining partners, including me, bought out his shares and believed the crisis was behind us.
It wasn’t. The founder accelerated his exit, leaving us months to complete the purchase or risk being sold. We had already been exploring an employee stock ownership plan to reward all employees — a structure that aligned with our values — so I led the effort to become employee owned in just three months.
Employee ownership gave us stability, but new challenges followed. When the Great Recession hit, another new CEO struggled to act decisively and ultimately resigned. The board appointed an interim three-person team — two technical leaders and me — to steady the firm, but as the impacts of the financial crisis grew, it became clear that crisis leadership required singular accountability.
I coordinated communications, developed our recession strategy, and with a heavy heart led a 17% workforce reduction that prevented a $1-million loss. The next day we met with all employees to outline our recovery plan.
By year’s end the board asked me to serve as CEO. I accepted and we finished that year with a $250,000 profit, which we shared with our employee-owners as bonuses.
Crisis taught me that effective leadership transcends technical expertise. Success comes from collaboration, clear communication, and the ability to make tough decisions. I learned that financial discipline and operational rigor are as vital to firm health as design and engineering excellence.
The architecture and engineering industry often assumes that great leaders must also be licensed professionals. My experience proves otherwise. Strong leadership grounded in empathy, transparency, and shared purpose can emerge from any background. What matters most is not what you studied but how you lead when it counts.
