Michele Daugherty isn’t just breaking glass ceilings—she’s shattering concrete ones. As the CEO of the ABC Central Florida Chapter, she’s a force of nature in the construction industry, carving a path for women and nontraditional workers in a field historically dominated by men. But her journey wasn’t a straight road—it was a winding, grit-filled adventure that started in rural Nevada, took her to a gold mine (literally), and led her to become one of the most influential voices in construction workforce development today.
From stuffing her hard hat with lamb’s wool on her first job site to proving her worth among skeptical peers, Daugherty has never let barriers hold her back. Instead, she’s bulldozed through them, armed with determination, resilience, and a deep passion for training and mentorship. In this exclusive interview, she shares her story of hard-earned success, the lessons that shaped her leadership, and her vision for the industry’s future.
Under the Hard Hat: Let’s start with your personal journey. Did you plan to pursue a career in construction, or did you find yourself drawn to the industry along the way?
Michele Daugherty: It’s actually a funny story. I grew up in rural Nevada, always knowing I wanted to go to college and that I had big aspirations, but I wasn’t sure how I’d get there. I ended up working for a gold mine in their construction division. When I applied, they offered me office jobs, but I told them straight up that those jobs didn’t pay enough to get me out of my small town. I needed jobs that paid well. They saw I was mechanically inclined and gave me a shot, and that’s how it all started.
UTHH: What was it like being a woman stepping onto that first job site?
MD: Oh, it was an experience! My first day, I showed up in my oversized hard hat—had to stuff it with lamb’s wool just to make it fit—and my clown-sized work boots because they didn’t make them small enough for women back then. I was determined to be seen as a construction professional, not a woman in construction. But the moment I walked onto the site, I heard, “Sweetie, honey, babe.” I ignored it until someone finally yelled, “Hey, you, girl!” and assumed I was lost. When I told him I worked there, he said, “Oh, sweetheart, vendors go through a different gate.” When I told him I was reporting to Leo, he said, “Oh, I gotta see this.”
AN: How did you handle that skepticism?
MD: I told my new boss, “If I’m not pulling my weight in two weeks, fire me.” He laughed and said, “I probably won’t be allowed to.” I said, “Yes, you will. Just tell me it’s not working out, and I’ll leave.” That was my attitude—I wasn’t there to prove I belonged as a woman; I was there to work, make good money, and get my hands dirty. And I did. I fell in love with the work, the industry, and the opportunities it provided.
UTHH: You’ve mentioned that working in construction helped fund your education. How did that shape your view on the industry?
MD: People always say construction is a great path for those who don’t want to go to college, but I’m proof that it’s also a great way to pay for college. I worked hard, earned good money, and used that to attend the University of Nevada, Reno. When I arrived, I remembered a dean who had visited my high school years before. I kept the paperwork he handed out, set up a meeting, and basically said, “I’m not asking for a handout, but I need connections to get a job.” That meeting changed my life—I was hired on the spot and later became the College of Business Advising Center director.
UTHH: How did you transition from that world into ABC?
MD: Claire Andriola, then-president of ABC’s Sierra Nevada Chapter, came into my office one day, stressed about a situation. I was floored when she told me about ABC and its training programs. Where I came from, learning on the job meant, “Do this, do that.” I had never seen structured, high-quality construction training programs. I was so intrigued that I decided to take a quick five-year sabbatical from academia to work with ABC. That “quick sabbatical” turned into 20 years; I haven’t looked back.
UTHH: What drew you to ABC’s mission?
MD: I loved apprenticeship programs and companies that trained their people, prioritized safety, and strived to be the best. I became a master trainer for the National Center for Construction Education and Research and started teaching apprenticeships. By day, I had my nonprofit leadership job; by night, I was in the classroom, getting my hands dirty again. It was the perfect blend of my skills and passion.
UTHH: You’ve overcome a lot in your life, including epilepsy. How did that shape your resilience?
MD: I was diagnosed at five, and the medication I was on caused dyslexia, speech impediments, and difficulty processing emotions. I had to learn to read social cues because I didn’t feel emotions the way others did. But that actually became a strength—it helped me master leadership techniques like mirroring before I even knew what they were. My mother always told me, “Yeah, it’s going to be harder for you. That’s just a fact. Don’t whine—work harder.” So that’s what I did, and those barriers became blessings.
UTHH: I hear a lot from your story that it never occurred to you that you wouldn’t or couldn’t do these things, which sets you apart from the crowd. Did you ever let those challenges limit you?
MD: Absolutely not. I had to get creative. I struggled with reading and math, so I leaned into what I was good at—sports, theater, and CTE (Continuing Teacher Education) classes. I stayed busy to keep the spotlight off my weaknesses. And at 16, I made a choice—I took myself off my epilepsy medication without telling my parents. The side effects outweighed the risks to me. Overnight, I went from a C/D student to an A/B student. It was overwhelming, but it changed my life. That’s why I’m so passionate about mental health today. I understand what it’s like to feel lost in your success.
UTHH: What challenges do you think still exist for women in construction?
MD: The biggest issue isn’t just about women—it’s about people. We have a global shortage of half a million workers. The industry has an image problem. People still see construction as “second-class” work, even though it offers incredible financial opportunities. But here’s the silver lining—desperation breeds opportunity. The industry is more open than ever to nontraditional hires because the traditional workforce isn’t showing up. The door is wide open.
UTHH: What can we do to encourage more diversity in the field?
MD: We need to change the narrative. It’s not that the industry is holding back women; women aren’t knocking on the door. We need to show them that construction isn’t just for “big, bulky guys.” I was 5’2” and 102 pounds, swinging a pickaxe! The real question isn’t about gender or background but grit. If you’re willing to work, you can succeed.
UTHH: What’s next for the construction industry?
MD: We will see more automation and robotics; some worry that means fewer jobs. But we have a workforce shortage—automation will help us, not replace us. The industry is also shifting toward prioritizing worker health, mentorship, and training. The days of “just figure it out” are over. Younger generations want structured training, and companies that invest in it will thrive.
UTHH: Any final thoughts?
MD: If you’re willing to work hard, construction offers limitless opportunities. It’s time to break the old stereotypes and show people that this industry is for everyone. If you have grit, you belong here.
Like this and want more content like it? Subscribe to our newsletter and follow us on social media for more insights and interviews with women changing the face of the construction industry.
