Derek Cunz’s journey to the helm of Mortenson is a testament to the company’s enduring culture and commitment to its people. Having joined the Minneapolis-based firm nearly three decades ago, Cunz has traversed a path that reflects the multifaceted nature of growth within the construction industry. His recent appointment as CEO marks not just a change in leadership but a continuation of a well-orchestrated plan that has been in the works for years. Mortenson is not merely a construction company; it’s a family, a community that has thrived on a culture of caring, innovation, and resilience.
Cunz emphasizes that his ascension to CEO won’t lead to drastic changes. Instead, it’s a natural evolution of a leadership transition that has been carefully cultivated. The company’s long-term strategy remains firmly intact, with a focus on delivering value to clients and fostering a supportive environment for employees. This stability is crucial in an industry often characterized by volatility. Mortenson’s commitment to maintaining its core values while adapting to market demands positions it well for future success.
The construction sector is facing a unique challenge: attracting and retaining talent. Cunz’s vision includes hiring 250 college graduates and over 500 non-craft experienced hires this year alone. This proactive approach underscores the importance of investing in human capital, which is the backbone of any construction firm. By prioritizing training and cultural investment, Mortenson aims to create an environment where employees feel valued and empowered. Cunz’s emphasis on a family-like atmosphere is more than just a feel-good mantra; it’s a strategic imperative that can significantly reduce turnover and enhance productivity.
Cunz’s leadership philosophy, rooted in Mortenson’s LeadBLU initiative, champions a culture of caring and innovation. This dual focus not only fosters a supportive workplace but also encourages employees to think creatively about how to improve processes and outcomes. In an industry where efficiency can make or break a project, this mindset is invaluable. The commitment to continuous improvement is not just a buzzword; it’s a fundamental component of Mortenson’s DNA.
Diversity, equity, and inclusion (DEI) are also at the forefront of Mortenson’s strategy. Cunz recognizes that creating an inclusive environment is essential for attracting a diverse workforce. The company’s involvement in initiatives like Construction Inclusion Week demonstrates a broader commitment to transforming the construction industry into a more welcoming space. This is not just about compliance; it’s about enhancing the job site experience and building a brand that people want to be a part of.
As Cunz reflects on his career, he highlights the groundbreaking work on the Walt Disney Concert Hall as a pivotal moment. It was a project that pushed the boundaries of technology in construction, utilizing 3D modeling and 4D planning in ways that were revolutionary at the time. This experience not only shaped Mortenson’s future direction but also set a precedent for embracing technological advancements in the industry.
The construction landscape is evolving rapidly, and with leaders like Cunz at the forefront, there’s a palpable sense of optimism. The focus on culture, innovation, and inclusivity could very well redefine industry standards. As Mortenson continues to navigate the complexities of the market, Cunz’s steady hand and visionary outlook will undoubtedly play a crucial role in shaping the future of construction. The interplay between human capital and technological advancement will be key to unlocking new potentials, and Mortenson is poised to lead the charge.
