Chantel Marcq, a project manager based in PCL’s San Diego Buildings office, Donny Kiehn, a district commissioning manager from the U.S. Solar office, and Pramodh Reddy, a senior project manager supporting a range of PCL’s California Buildings operations, were each named ENR Top Young Professionals in their respective regions. Reddy also earned a spot on ENR’s 2026 National Top 20 Under 40 list, a recognition that reflects professional excellence and leadership at a national scale.

Across three very different careers, a shared theme emerges: leadership in construction isn’t a moment, a milestone or an award. It’s a practice shaped by curiosity, strengthened by mentorship, and defined by a willingness to step into challenges early and often.

For Marcq, the construction spark came early. Saturday mornings spent with her dad watching “Build It Bigger” — a television show where architect Danny Forster explores the design and building of construction projects — turned curiosity into a calling. Marcq had her first internship with PCL in 2011, following a plan to become a civil engineer. Her desire to spend her time on job sites and excitement to see plans become real-world structures drove her to pivot to a career in general contracting. 

A connection to place and people has remained central in her career, and Marcq’s work reflects a consistent commitment to listening to the community first. On a parking garage project in San Diego’s Barrio Logan neighborhood, Marcq led efforts to incorporate murals created from community-provided images and input. The Lakeside Branch Library, which replaced one she visited as a child, features a net-zero design to minimize the environmental impact on the community. On every project, Marcq makes it her mission to use the construction process to preserve identity while supporting growth. 

Marcq sees that the influence of her work isn’t limited to the projects she has delivered, but also to the confidence she has given others, particularly young women considering a path into the field. Younger colleagues have told her that seeing a woman leading operations helped them picture a future for themselves in the field. 

“I didn’t realize I was making an impact at first,” she says. “I’ve realized leadership isn’t always about a title; sometimes it’s just showing up, leading by example and making it clear that whatever path you choose is possible.”  

That perspective shaped how Marcq leads today: with intention, humility and an understanding that leadership is defined as much by who you bring along as by what you build.

Kiehn’s path was shaped by an environment defined by discipline, adaptability and service. Before leading PCL’s utility-scale solar and battery energy storage system (BESS) commissioning efforts across North America, he served more than three years in the U.S. Army, including an overseas deployment. The structure and accountability he learned became foundational to how he approaches leadership today, particularly in high-stakes, high-complexity energy projects.

With a background in electrical engineering and engineering management, Kiehn has worked across nearly every phase of renewable energy delivery, from field engineering and construction to design and commissioning. That hands-on experience allows him to connect technical rigor with field realities, supporting teams at critical milestones and navigating complex compliance across facilities.

For Kiehn, though, leadership is less about technical authority and more about trust. Leading a growing team of more than 30 specialists, he emphasizes consistency, safety and shared ownership, all values that mirror both military service and PCL’s culture of employee ownership. 

“I don’t look at leadership as having all the answers,” says Kiehn. “Leadership is about being there for your team, especially when the pressure is on, and giving people the confidence and trust to do their jobs well.”  

This focus on enabling others to perform at their best has helped Kiehn build resilient teams and safely deliver some of the most technically demanding renewable energy projects in the country.

For Reddy, construction has always been personal. Growing up, he learned early what ownership really means from watching his father, a custom home builder. Ownership is not just responsibility for scope and schedule, he says, but accountability for outcomes that affect families and communities. 

After early work in design environments, Reddy gravitated toward construction because of the opportunity to solve problems in real time and lead teams through uncertainty. Over nearly 11 years at PCL, he has intentionally sought out complex assignments, raising his hand for challenges that pushed both his technical and leadership limits.

One project, the Southeastern Live Well Center in San Diego, marked a turning point. As his first assignment leading a project end to end, it combined operational complexity with heightened expectations around community participation. The project contract required a certain percentage of the workforce to be hired locally. 

Reddy says he did not anticipate how much these new hires would impact him as a leader. He recalls a moment when a newly hired craft worker, who had struggled with food insecurity due to job instability, proudly showed him a packed lunch. For the worker, it was a symbol that employment on the project had restored stability for his family.  

“Moments like that are what stay with you,” says Reddy. “It reminds you that what we do every day isn’t just about delivering a project; it’s about creating opportunity and stability for people and their families.”

It’s also what fuels his commitment to mentorship. Reddy is intentional about advocating for promotions, supporting emerging leaders, and staying closely connected to universities and industry organizations.

This approach — focused on people, responsibility and opportunity — helped earn Reddy recognition not only regionally, but nationally, as one of ENR’s Top 20 Under 40.

Each leaders credits PCL’s culture as a catalyst for growth. From early mentorship and formal leadership development programs to opportunities to take on meaningful responsibility, PCL’s environment helped them develop their own leadership styles while staying grounded in shared values.

Their advice to those just starting out echoes this philosophy. Ask questions. Move between roles. Be patient, but stay hungry. Seek challenges, not comfort, and remember that the most meaningful wins are tied to people.

As the construction industry continues to evolve, leaders like Marcq, Kiehn and Reddy reflect its future: professionals who approach their work with intention, accountability and a clear understanding of how their projects serve the communities well into the future.