Leading the Way: Women in Construction at Northstar

March 2026

For Women in Construction Week, we honor the remarkable women of Northstar who are driving our projects and reshaping industry leadership.

This year’s theme, ‘Level Up, Build Strong,’ celebrates career advancement and stronger, more inclusive futures for women. Nearly 40% of Northstar’s team are women, leading projects, mentoring future professionals, and driving innovation through diverse perspectives. From driving complex developments to mentoring the next generation of professionals, their impact extends far beyond individual projects. Their diverse background and perspectives fuel innovation, strengthen collaboration, and enhance the value we deliver to our clients.

In recognition of this year’s theme, we invited our team members to reflect on two questions: Who or what has inspired you to level up and embrace leadership roles in construction? And how has your role as an Owner’s Project Manager strengthened the industry?

At Northstar and as Owner’s Project Managers, we are dedicated to assembling strong teams whose diversity enables us to drive the best possible solutions and results for our clients. We believe progress happens intentionally, through mentorship, advocacy, accountability, and a culture that empowers every voice at the table.

Join us as we celebrate the insights, experiences, and accomplishments of our talented team members, who share stories of leadership, growth, and impact.

Lisa Bagshaw

When I entered college as a civil engineering student, women were still a rarity in the field. There were just four of us in a class of fifty-five. Rather than feeling intimidated, I embraced the uniqueness. Being one of the few instilled a determination to demonstrate that ability and leadership are not defined by gender.

That determination only intensified when I entered the construction industry. In my first corporate role, I was often the only woman in the room. On my first project as a young Project Manager, I was the only woman on the job site. I distinctly remember my initial meeting with the superintendent. He directed every discussion to the male colleague transitioning the project to me, never acknowledging that I would be leading it or my presence. Instead of deterring me, it became apparent that credibility would not be handed to me, and I would have to work harder to earn respect and build authority.

What began as a personal drive to prove I belonged has evolved into something larger. When young women see confident, strong female leaders in this industry, it reshapes what they feel is possible.

Ipsitha Bayapu

My inspiration to level up comes from the daily exchange of knowledge on our projects, especially since I started working on facilities engineering-type projects. Everyone I work with, from trades, architects, and engineers to my own colleagues, has something valuable to offer. They are generous with their expertise, and their willingness to teach has been a primary driver of my growth. Seeing mutual respect firsthand inspires me to take on a leadership role so I can help steward a culture of shared learning.

As an OPM, I strengthen the industry by bridging the gap between execution and the owner’s vision. I help foster a resilient project environment by acting as a high-level integrator and ensuring that the diverse strengths of the entire team are channeled towards a successful, high-quality result.  

Kirstin Brown

The catalyst for my leadership evolution was the building and creation of Northstar Project & Real Estate Services. Joining as a Principal just six months after its founding completely transformed my perspective; it shifted my focus from individual execution to stewarding a collective vision. This transition inspired me to ‘level up’ because I was no longer just managing a project; I was responsible for the culture, growth, and mentorship of our people. I realized that to provide an exceptional level of service, I had to embody moving beyond technical tasks to become a strategic leader who prioritizes ethical behavior and predictive governance.

 My role has strengthened the industry by contributing to leveling up the role of an OPM as a strategic leader, rather than solely a technical contributor. While technical competency is the baseline, I believe that an OPM’s highest value lies in predictive governance and proactive alignment. This is accomplished by building a framework for clear decision-making and strong, detailed communication and fostering a collaborative environment where we embrace diverse points of view to obtain the best solutions. 

 It is not just managing the construction of a new building; it is creating a high-performance team and an ethical environment that provides an exceptional level of service to our clients and allows technical experts to succeed.

Emily Clayton

My parents instilled leadership in me at a young age. This did not change when I entered the construction industry. Growing up, I was taught the importance of leadership, perseverance, and taking pride in your work, and I have taken that with me as I navigate my career in the construction industry. An OPM is an important key player throughout the construction process. My role, along with many others, has strengthened the construction industry by offering a unique perspective. It is important to have women and men of all backgrounds to strengthen and diversify the construction industry. This allows changes to be made in communication, site work, and the end product, reflecting the people who had a hand in it.

Katie Eichel

I’ve been most inspired to step into leadership roles by the project managers I’ve worked with who stay calm under pressure, make decisions efficiently, and earn respect from both the construction team and the client. Watching how they managed competing priorities and keeping teams moving forward shaped my vision of what it means to be a leader. As Owner’s Project Managers, we serve as the conduit between the owner, design team, and contractor. We’re responsible for keeping communication clear, solving problems early, and making sure nothing falls through the cracks. When we do that well, projects run more smoothly, and the entire team is set up for success.

Cameron Feeley

I have been inspired to level up by the many experienced women within Northstar who make an impact on their projects every single day. Watching them lead with confidence while navigating complex teams and decisions has pushed me to take on greater responsibility myself. They’ve shown me that leadership in construction does not have to look the same for everyone. As an OPM, I see my role as creating structure and clarity so projects can move forward efficiently. I work to keep teams aligned and focused on the larger project goals, ensuring strong outcomes for our clients. It is motivating to be part of a group of women at Northstar who are setting that standard every day, and I’m proud to contribute to that impact.

Danielle Flaherty

I’ve been inspired to level up by the people around me – project teams, teachers, supervisors, and even fellow interns. Watching how they approach challenges and carry themselves on a job has pushed me to stay curious, ask questions, and keep pursuing a future in the construction industry. In my short time as an OPM intern, I’ve seen how powerful clear communication and early coordination can be, and I’ve observed how different teams prevent small issues from becoming bigger ones. Paying close attention to detail has helped me spot potential problems early and shown me how meaningful even a small contribution can be to a project’s overall success.

Pratiksha Gade

In my career as an architect, I focused heavily on design, aesthetics, materials, and overall user experience. While that foundation was important, transitioning into an OPM role exposed me to the bigger picture of project delivery. I’ve come to understand that leadership in this industry is not defined by technical knowledge, but equally by clear communication, transparency, and proactive problem-solving.

I draw inspiration from my seniors and peers. Observing how they lead meetings, navigate conflicts, and communicate with clarity, beyond just their technical expertise, has shaped my understanding of effective leadership. Watching them in action motivates me to step up, contribute more meaningfully, and take on greater responsibility.

My design background helps me understand intent, while my leadership growth allows me to support coordination and alignment. 

Lisa Hamilton

As a young civil engineer, active construction sites were intimidating. They were an unfamiliar territory. Many of my male colleagues had hands-on construction experience and spoke a language I did not know yet. After designing several combined sewer overflow separation projects, I was asked to serve as the resident engineer during construction. The advice was simple: go to the field and learn to solve constructability challenges.

I quickly learned that perfectly connected lines on paper do not translate to reality. When the contractor began excavating 20 feet underground on a narrow one-way street, uncovering unexpected utility conflicts that hadn’t appeared in our original site survey, none of my lines connected anymore. The foreman did not hesitate to point out every gap between my design intent and field conditions. I was overwhelmed. The hours I had spent designing at my desk suddenly felt like failure. But then something unexpected happened. The foreman set up his survey equipment, and we reshot the entire roadway together. We ran through multiple scenarios to resolve the conflicts. He walked me through the cost implications of each option. By the next day, I had reviewed the alternatives with the owner, and we had a solution everyone supported. The collaborative spirit of the field, where experience, humility, and creativity intersect, reshaped how I approached engineering and ultimately led me to become an Owner’s Project Manager.

After several years in civil engineering, I was afforded the opportunity to step into the role of an OPM. I had seen firsthand how misalignment between design intent and construction reality could derail progress, and how powerful collaboration among all parties could drive the best outcomes. As an OPM, I see my primary responsibility as creating clarity. Clear communication between the owner, designer, and contractor is not optional. It is fundamental to success. My role is to ensure information flows early and often, that constructability conversations happen before drawings are finalized, and that challenges are surfaced before they become crises.

Abby Heron

My first job in the industry was as a Project Engineer supporting fast-tracked pharmaceutical manufacturing projects during the COVID response, where I saw firsthand how essential collaboration is to delivering complex projects at speed. Watching teams solve challenges under intense timelines inspired me to grow beyond executing tasks and take a more active role in understanding broader goals, aligning stakeholders, and anticipating risks to help guide project outcomes.

Throughout my career, I’ve been fortunate to learn from supportive teams and mentors who encouraged me to keep growing, including in my recent transition into the Owner’s Project Manager role. Today, I help proactively align owner priorities with design and construction teams to support stronger, more predictable projects. I’m proud to be part of Boston’s life sciences community, helping teams work better together to deliver spaces that support innovation and meaningful progress.

Katherine Kenney

I am deeply grateful to be part of the Boston construction market, where I have been fortunate to encounter exceptional mentors who have profoundly shaped my career trajectory.

From the beginning of my career, I was guided by colleagues, managers, and firm principals who demonstrated technical proficiency, good communication, and confident leadership command respect in any professional setting, irrespective of gender or background.

I owe a particular debt of gratitude to my female mentors, who navigated and excelled in a historically male-dominated field. Their example and support enabled me to advance into leadership positions, where my contributions have always been evaluated based on merit, expertise, and results rather than gender.

Equally, I credit my male mentors for their impartiality, genuine commitment to fostering talent, and active efforts to position me for leadership opportunities. Their unbiased advocacy has been instrumental in my professional growth.

In my capacity as an Owner’s Project Manager (OPM), I serve as an advocate directly representing the owner’s interests. I focus on overarching objectives, protecting project budgets, proactively identifying and mitigating risks, ensuring regulatory compliance, and aligning decisions with the owner’s strategic vision, and I help deliver projects that are more efficient, predictable, and successful.

In an industry where women were once underrepresented, those of us in OPM roles bring distinct perspectives that enhance collaboration, meticulous oversight, and effective stakeholder engagement, qualities that elevate overall project outcomes and industry standards. It is immensely rewarding to lead with integrity and professionalism, thereby fostering more equitable, efficient, and resilient construction projects that benefit all stakeholders.

Kerry Logue

One of the things that has inspired me to level up has been working with leaders and mentors who demonstrated not just technical skill but also the ability to coordinate teams, problem-solve under pressure, and lead by example. My role as an OPM strengthens the industry by prioritizing a culture of collaboration among all stakeholders. A collaborative approach not only enhances communication across all project team members but also leads to innovative solutions that help deliver our client’s vision and protect their investment.

Natasha Marcuard

For me, it’s not a single individual, but a community of people who have inspired me throughout my professional journey. I was fortunate to begin my career in architecture at DiMella Shaffer, surrounded by remarkable leaders. Many of them were my peers at the time and have since grown into the firm’s leading roles. I am incredibly proud of each of them. They were my foundation, and I remain deeply grateful for the opportunity to have worked alongside them.

I’ve also been fortunate to work with a diverse and dedicated group of individuals advancing the mission of Professional Women in Construction. When I was invited to join the Board, a path that led to serving as President, I initially felt a strong sense of imposter syndrome. I had to consciously set that aside and lean into the discomfort. I’m so glad I did. The individuals I serve alongside through this organization consistently show up beyond the demands of their day jobs, generously contributing their time, insight, and energy. They inspire me, and I consider it a privilege to work with them.

Every relationship throughout my career has shaped, and continues to shape, how I show up in this industry. Each leadership role, big or small, presents an avenue to leave the professional space better than when we started. It is this perspective that I continue to bring with me to the table, including my leadership role within Northstar.

These collective experiences have shaped the skills I use every day as an OPM. My role, as I see it, is to facilitate the flow of information, honor each person’s contribution, listen actively, and guide conversations toward thoughtful decisions. In doing so, I strive to build teams that are connected, making meaningful progress, and genuinely enjoying the journey together.

Hannah Nechita

Fortunately, the project team I’m currently working with in Kendall Square has been a constant source of inspiration as I continue to grow into leadership within our industry and advocate for my seat at the table. Across the ownership, construction management, and geotechnical engineering teams, there are a handful of women who consistently deliver knowledgeable insight and technical authority with composure and conviction. My role as an OPM has strengthened the construction industry by bringing an additional perspective that’s shaped by both technical design and owner-side priorities. One of the things I value most about the AEC industry is the fluidity between roles and the insight that comes from working across different sectors. There’s a wealth of knowledge across the project teams we work with in this industry, and I’m grateful to contribute to it in my role as an OPM.

Denise Pied

For me, the step up into a leadership role is tied directly to elevating service to my clients, supporting my project teams, and mentoring/sponsoring the next generation of talent. I’m grateful to be an OPM, as it’s brought me a steady stream of opportunities to raise my hand to learn, partner, and teach, which has accelerated my growth as a leader. It’s a role that allows me to directly impact positive project outcomes and strengthen industry relationships through a Servant Leadership lens. They say your “network is your net worth,” and I believe my greatest contribution to the construction industry is being a champion of collaborative problem-solving and community building.

Geetha Rajeswar

My inspiration to level up and pursue leadership in construction comes from within. The drive to grow and excel is personal, but it only becomes meaningful when paired with opportunity. Leaders and companies who believe in your potential, and mentors who guide you, are what truly make growth possible. I have served as an OPM for the past year, and while I am still early in this role, I believe impact is not measured only by time. As a woman of color, my presence itself contributes to strengthening the industry. Representation matters. By continuing to build my expertise and lead with intention, I hope to encourage more women, especially women of color, to see themselves in the construction industry. I believe that when we expand who leads, we build a stronger industry for everyone!

Dhruvi Rana

Throughout my time at Northstar, I have been inspired by individuals with strong interpersonal skills and technical expertise. A successful project is led by a project manager who effectively collaborates with architects, contractors, all sub-trades, and ownership representation. The sheer impact of strong leadership, particularly by the women on my team, on the seamlessness of driving a project has encouraged me to take on more responsibility. As an Owner’s Project Manager, we represent ownership and apply a broader perspective to projects, focusing on holistic elements rather than solely on field execution. By holding various trades accountable, we deliver projects on budget and on schedule while making decisions in the owner’s best interests.

Janet Tse

I’ve been inspired by the students and interns I’ve worked with and the fresh perspectives they bring to our field. Helping students navigate the industry made me realize that by growing my own leadership, I could do more to advocate for them and their future in the AEC industry. I was fortunate to work with industry partners to share my career path and journey as an OPM across different schools and school programs.

Danica Woo

I’m drawn to the OPM role because, at my core, I’m a people person; I listen first, try to understand, and then work to translate and act. My background in design gives me fluency in the priorities and tradeoffs architects and engineers are weighing, while also keeping in view the financial realities facing an owner planning a 10-year capital plan. I see the contractor navigating schedule pressures and unforeseen conditions, and I see the end user, sometimes an 18-year-old student, who just wants a space that works. I’ve learned that much of my role is to hold all those perspectives at once. When I step into leadership, it’s often simply to make sure those voices aren’t talking past one another. For me, strengthening the industry means creating alignment before misalignment becomes a risk.