Consigli Construction, which has a Portland office, has a range of construction projects going on at any given time.
It has managed major projects, and is particularly strong in the education field. It managed construction of the University of Southern Maine’s Crewe Center for the Performing Arts, a $63 million project, and is overseeing the construction of the $500 million Portland campus for the Roux Institute of Northeastern University.
Consigli has been one of the primary industry partners for AGC Maine’s Construction Immersion Program, which has been a priority in building a strong pipeline of talent for construction and the skilled trades.
As part of the training, Consigli holds jobsite tours for students to show them what’s entailed in the construction process.
The company has partnerships with the Association of General Contractors of Maine, the Maine Construction Academy Immersion Program, Maine Community Colleges Construction Industry Workforce Partnership, New Ventures Maine / Trades for ME, National Association of Women in Construction’s Maine chapter, the ACE Mentor Program and MaineWorks.
Mainebiz asked Dave Thomas, Consigli’s Portland-based regional director, about how the firm keeps diverse, major projects staffed and moving forward.
Mainebiz: With so many big projects in different places in Maine, how do you keep them staffed?
Dave Thomas: Construction is facing a well-documented workforce challenge, and in Maine it’s even more pronounced. We’re the oldest state in the nation by median age, and demographics alone tell us we’ll continue to face a shrinking labor pool in the years ahead. That reality requires discipline. We’re very intentional about the work we pursue, making sure we can staff projects responsibly and deliver the quality, safety and service our clients expect. Our self-perform division, Riggs, plays an important role on many projects, and we continue to invest in growing that team to support long-term needs.
At the same time, Consigli takes a proactive, hands-on approach to strengthening Maine’s construction workforce.
By combining thoughtful workforce planning, selective growth and long-term investment in people, we’re able to deliver complex projects across the state while supporting the health of Maine’s construction industry.
With deep roots in the state, we’ve built longstanding partnerships focused on recruiting, training and retaining local talent.
MB: What’s the best way to get new employees in the pipeline?
DT: The most effective way we build our pipeline is through our own people. Word-of-mouth matters in construction, and many of our best hires come from a personal connection with someone already on our team. Our employees actively invest in recruiting their future teammates by mentoring, training and introducing others to the industry through schools, job sites and community programs. When recruiting is embraced by everyone, not just a select few, the impact is multiplied. It creates more conversations, more touchpoints and stronger credibility across the state.
