In honor of Women in Construction Week (March 2 – 8), we’re shining a spotlight on Jennifer Suerth, SVP of Pepper Construction. With expertise in architecture and structural engineering, Suerth isn’t just changing construction; she’s redefining who gets a seat at the table. And if the industry follows her lead, that table will be bigger—and better—for everyone.

UTHH: Let’s dive into your personal journey. How did your career in construction begin? Was it always the plan?

Jennifer Suerth: Not at all! I originally planned to be an architect. I earned my undergraduate degree in architecture from the University of Illinois—go, Illini!—but I didn’t fully grasp all the industry possibilities. I was the first generation in my family to attend college and knew I wanted to design buildings.

A significant influence was a close family friend who was an architect. I shadowed him growing up, which planted the seed. My only family connection was that my great-grandfather once worked for Frank Lloyd Wright, but I didn’t know that until much later. As I went through school, I realized I was much more technical. I excelled in structural engineering courses and loved them more than traditional architecture.

So, when I pursued my master’s at Illinois, I focused on the structures option within architecture. That led me to an internship at SOM (Skidmore, Owings & Merrill), where my first project was literally the Burj Khalifa. 

UTHH: The world’s tallest structure isn’t a bad place to start. And then you pivoted into engineering?

JS: Exactly. That internship at SOM’s structural engineering group solidified my passion. I later joined Arup, a prestigious international engineering firm. They had just opened their Chicago office, and the fact that a female principal, Nancy Hamilton, was leading it intrigued me. I realized I might never have the opportunity to work under a woman in leadership at that level again, so I jumped at it. And she became a huge mentor throughout my career.

UTHH: What was it like working with her?

JS: Nancy was tough, but I admired her. She was instrumental in my career—even when she left Arup, she continued mentoring me. Tragically, she later passed away from cancer, related to her time at Ground Zero after 9/11. But her impact on me, and many others, was profound. She demonstrated leadership’s many facets—its strengths and challenges—even in a male-dominated space. Through her example, I understood that leadership takes different forms, ultimately helping me discover my own leadership identity.

UTHH: You’ve described yourself as someone who thinks holistically. How has that shaped your career?

JS: My background in architecture and structural engineering helped me see the big picture. Many professionals in construction can be siloed, but I’ve always been interested in how everything comes together. It’s rare to balance both the creative and analytical sides of the brain, but I do. That’s helped me bridge gaps, especially when integrating technology into construction.

UTHH: Technology is another space where you’ve made waves. How did you transition from engineering to construction tech?

JS: When I was on-site for the JFK Delta expansion, I saw how underutilized technology was in construction. We were creating highly detailed digital models, but the general contractors weren’t leveraging them properly. I saw a massive disconnect.

I loved engineering, but I also loved problem-solving. So, when Mortenson approached me about an integrated construction coordinator role focused on technology adoption, I jumped at the chance. I had no idea such a career path existed at the time, and honestly, a decade before, it probably didn’t.

UTHH: Then you moved to Pepper Construction. What drew you there?

JS: I wasn’t looking to leave Mortenson, but Pepper’s CEO, Stan Pepper, personally called me. He said, “We believe in technology, we’ve invested in it, but we need someone to lead and implement it.” That buy-in was the most challenging part, and it was already there. I saw the opportunity to advance tech and make a tangible impact in Chicago, my hometown.

At Arup and Mortenson, I worked on globally recognized projects, but I wanted to build things my future kids could see and say, “Mom helped build that.” That mattered to me.

UTHH: What challenges, if any, did you face stepping into leadership in such a male-dominated industry?

JS: I walked in blind. Architecture school was 50/50 gender-wise, and my first boss was a woman who fostered diversity. So, I didn’t think about being a minority in construction—until I was in it.

I remember keynoting a conference, and afterward, a friend said, “How did it feel being the only woman in a room of 200 men?” I hadn’t noticed—until he pointed it out. That said, being the only woman can work to your advantage. People remember you. If there are ten guys named Mike and one redheaded woman, they will remember me first.

But there were real barriers. There were times I was the best candidate for a promotion but didn’t get it because of the old boys’ network. I’ve learned to be more vocal, especially about credit. If I say something and then a male colleague repeats it, and he gets credit, that’s frustrating. I used to let things slide, but now, as I aim for higher leadership roles, I make sure my voice is heard.

UTHH: What advice would you give to women in construction looking to break into leadership?

JS: Leverage your network. Early on, I underestimated the power of connecting with other women in the industry. Now, I realize those relationships are invaluable. We all face similar challenges, and sharing experiences helps us navigate them.

Also, don’t be afraid to be yourself. I used to think I needed to act like male leaders to succeed, but I’ve learned my unique perspective is my strength. You weren’t hired to be a clone—you were hired because of who you are. Lean into that. It will set you apart and ultimately make you more successful. Stand out.

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