My journey into construction began at 15, when I left school in Year 9 and went straight into the workforce. I started in construction before completing my plumbing apprenticeship. At that time, school-based apprenticeships were not available, so it is encouraging to see the State Government now investing in school-based technical colleges. Opportunities like that would have been invaluable when I was starting out.
I have now spent 28 years in the industry. While the core trade skills have remained largely consistent, the industry has evolved significantly through improved technology, stronger business systems, and more advanced tools and equipment onsite.
One of the most positive developments has been the stronger focus on safety. The industry has made significant progress, although there is still room for improvement in parts of the residential construction sector.
For us, it has been less about policy on paper and more about building the right culture. We want every employee to feel welcomed, respected, and supported equally. While our workforce is still predominantly male, that reflects the wider trade sector, and we are committed to changing that over time.
I believe culture is the biggest reason our retention has been strong. We work hard to make sure everyone, whether they are a director, manager, tradesperson, or apprentice, is treated equally and given the same opportunity to grow, develop, and work in a safe, supportive environment.
Our clients genuinely value the fact that we employ female tradespeople. In some cases, clients specifically request a female trade for site-specific reasons, and we are proud to be able to meet that need.
Another example is our strong focus on structured training and development. Every new employee receives a personalised training plan based on their goals, skill gaps, and the areas they want to develop. It gives them a clear pathway for growth, and it is rewarding to see people build confidence and capability over time.
Since we started in 2017, women have played an important role in the growth of our business. We currently employ seven women across the organisation, with some in senior leadership roles, others helping drive growth, and others working in trade roles. As a dual-trade business, we employ female plumbers and carpenters, and we also have a female electrician joining soon. Looking ahead, I would love to see a female painter join us as well, along with more female apprentices who can learn from the experienced women already in our team.
One of the biggest challenges is attracting the next generation into the industry. Entry-level pay can be a barrier for school leavers, while many businesses are also dealing with rising costs that are not reflected in what they can charge clients. I believe we need stronger incentives for trainees and apprentices, along with more consistent training standards across the industry. Too often, young people come through having only been exposed to one type of work. If we want a stronger future workforce, we need to invest in young people properly and give them the support to build broad, practical skills. All businesses should embed clear internal training plans with ongoing feedback from both the employer and employee having a measurable tailored training plan fast tracks an employee’s development by far.
My advice is simple: make women visible in the industry and create workplaces where they can genuinely see a future. Construction offers broad and rewarding career opportunities, but there is still a misconception that trades are only for men. That is simply not true, and we see that firsthand in our own business. The more we promote women in construction, especially at school level, the more we will help change perceptions and attract the next generation into the industry.
