Laura Bush
Laura Bush serves as Regional Director – NYC Metro & NJ/PA for Consigli Construction, leading the company’s operations across the New York City metropolitan region, New Jersey, and Pennsylvania. Over the past five years, she has helped drive significant regional growth for Consigli, including the successful acquisition of Lendlease’s East Coast construction operations. With more than two decades of experience building in New York City, Bush has led some of the region’s most complex residential, healthcare, life sciences, and cultural projects. She serves as a founding and current Co-Chair of Nontraditional Employment for Women’s (NEW) Ambassador Council and is a strong advocate for workforce inclusion, field leadership, and mental health awareness in construction.
BTEA President Elizabeth Crowley spoke with Bush about leadership, operational excellence, expanding opportunity for women in construction, and the future of the industry.
BTEA: Over the last few years, Consigli has grown into one of New York City’s foremost construction management firms. What has guided your management philosophy since you came to lead the regional office?
Bush: First and foremost, I’ve always been surrounded by great people. You simply cannot succeed in this industry without strong teams and meaningful relationships. My leadership style is rooted in being open, honest, direct, and accessible. We tell people what they need to hear, not necessarily what they want to hear—and that builds trust. Construction is a relationship-based business, and accessibility matters. Our teams need access to leadership, and our clients and trade partners need to feel heard.
The acquisition of Lendlease’s U.S. construction operations in 2024 was a major moment for us. We onboarded nearly 500 people over the course of a summer. You can put all the plans in place, but if you don’t focus on people—if they don’t feel welcomed and supported—it won’t work. The cultural alignment and long-standing relationships between our teams made that transition successful. At the end of the day, everything comes back to people.
BTEA: You have overseen some of the region’s most complex projects. What does operational excellence look like on the ground?
Bush: Operational excellence is not just about processes, although we are a very SOP-driven company. For me, it’s about creating what Consigli calls “raving fans”—not just among our clients, but also architects, engineers, and especially the trades. Some of our recent work has come directly through trade partner relationships. Business development doesn’t always happen at a networking event. It can happen because you treated a subcontractor with respect, delivered a strong project, and built trust. We operate at roughly a 73 percent repeat business rate across our offices. That statistic speaks volumes. It means people want to work with us again.
I also believe strongly in creating space for ideas. I tell our teams there’s never a bad idea. 99 out of 100 ideas may not move forward, but the one that does could be a game changer. Operational excellence requires accountability, safety, quality, and structure—but it also requires listening.
BTEA: As we mark Women’s History Month, what advice would you offer to young women entering the construction industry
Bush: The biggest piece of advice I give is to get field experience, regardless of your role. Walk the job. Ask questions. The trades love to teach. You don’t need to have all the answers. Early in my career, if I didn’t know something, I would go find the answer. That builds credibility and respect. Even today, I still ask questions. No one knows everything.
I also encourage young professionals to identify three anchor words that define their purpose. When I transitioned to Consigli, my three words were people, opportunity, and culture. Those keywords helped guide conversations and decisions. You can build a 30-second elevator pitch or a five-minute discussion around them. They keep you grounded.
Another lesson I learned is that you don’t have to join every organization or attend every event. Early on, I tried to do too much. Eventually, I realized it’s not just about what you can give to an organization, it’s also about what it gives back to you. That’s why my work with NEW has been so meaningful. Seeing women step onto a jobsite for the first time and realize there’s a place for them in this industry—that’s powerful.
BTEA: Mental health is increasingly part of the construction conversation. How do you see total wellness shaping performance and retention?
Bush: Construction has historically been a tough industry where mental health wasn’t openly discussed. But the pressures are real: financial stress, long hours, physically demanding environments, and the responsibility of supporting families. We know the statistics. More construction workers die by suicide than from jobsite accidents. That alone should tell us this conversation is critical.
For me, leadership means normalizing support. It means making sure people know what resources are available and recognizing when something feels “off.” It also means leading by example. I have needed those resources myself in recent years, and I made a conscious decision to communicate openly about it. I wanted our team at Consigli to know I was supported and that it’s okay to prioritize your wellbeing.
If we can help even one person, it’s worth it. And for younger generations entering the workforce, wellness and psychological safety are expectations. Supporting that is not optional; it’s essential for retention and performance.
BTEA: Looking ahead, what excites you most about the next chapter for Consigli in this region?
Bush: Over the past five years, we’ve focused heavily on diversifying our portfolio. While we’ve historically been strong in residential and healthcare, we’ve expanded into life sciences, higher education, cultural institutions, renovations, conversions, and affordable housing. That diversification allows us to pivot and remain resilient in changing markets. Personally, I’m most energized by what I call “projects with purpose.” Whether it’s renovating the Apollo Theater or building facilities that support vaccine research, those projects have real social impact beyond the economic value.
Technology is also shaping our future. We’re using drones, virtual design and construction tools, scanning and overlays to improve coordination, quality, and safety. AI is a developing frontier, and while it can feel intimidating, I believe there will be a balance. Construction will always be a people business. We will always need skilled trades and strong relationships. Technology will enhance what we do, not replace the human element. That balance between innovation and relationships is what excites me most about what’s ahead.