New CEO John Finn on thoughtful leadership, W.E. O’Neil’s next century, and the future of building
Congratulations on becoming CEO! Tell us about W.E. O’Neil’s recent leadership changes.
Thank you! Yes, this year marked a meaningful chapter in our leadership journey. I stepped into the CEO role as Brian Ramsay retired. After a decade leading our California region, it’s an honor to take on this next chapter.
Mike Byrne was promoted to president of our California operations, and Damian Eallonardo now leads Chicago and Austin as John Russell retired. Last year, Todd Guthrie became Regional President, with Matt Hoster stepping up as President of Colorado, and Gregg Riddle transitioned to VP of Tennessee.
These changes reflect years of thoughtful succession planning and a strong bench of leaders ready to step up.
To begin, can you introduce the business and give a brief overview of its history?
Since our founding in 1925 by the O’Neil family in Chicago, W.E. O’Neil has experienced consistent growth. Now a 100 percent employee-owned company, we believe our greatest strengths lie in relationships and our people.
Our headquarters remains in Chicago, but we operate from 12 offices across six states. Each office is rooted in its local community, delivering the personal service of a smaller firm with the resources of a national builder.
More than 80 percent of our work comes from repeat clients, which really speaks to the strong relationships our teams build. At the end of the day, we all want to work with people we trust and enjoy being around. That kind of connection is what keeps our business growing.
Can you elaborate on the types of projects you specialize in and the range of services you provide?
We work on a wide range of projects nationwide, with a focus on large-scale construction across many market sectors. Key markets include aviation, multifamily, senior living, education, gaming, infrastructure, tribal, and aerospace. Our Special Projects Group focuses on smaller-scale work, often in occupied spaces, providing responsive service and long-term facility support.
You’ve recently made investments into new technology in your preconstruction processes. What was the motivation behind investing in this area?
We prioritize technology that delivers meaningful value to our clients. One key focus area is enabling real-time collaboration between our teams, clients, and design partners during preconstruction. This allows immediate and informed feedback throughout design, ensuring the final product aligns with our clients’ goals from both a functional and budgetary standpoint. By integrating technology early and often, we help guide smarter decisions and create better outcomes.
Let’s talk about your remarkable LAX project. We see you’re undertaking some offsite construction work—could you elaborate?
Midfield Satellite Concourse South (MSC South), LAX’s newest concourse addition, will add eight gates using an innovative Offsite Construction and Relocation (OCR) technique. It’s the first-of-its-kind at LAX and the third at a US airfield.
MSC South building structure, enclosure, rough MEP, and interior walls were built in nine segments, roughly a mile and a half from the site. Throughout October 2024, the segments, weighing up to 1000 tons, were safely transported across the airfield and set in place on nine different nights. This approach reduced construction time by seven months.
I had the opportunity to witness the first segment move, and it was electrifying. The team with LAWA spent over a year meticulously planning and took firm control of operations, guiding 100+ stakeholders through each step to ensure flawless execution.
In fact, one of the superintendents said, “John, I’m the superintendent here, I’m in charge, and you work for me tonight.” I loved it!
Are there any other recent or upcoming projects or developments you’d like to highlight? 
A key advancement has been growing our Core Services subsidiary. What began five years ago as a team of 21 people has grown into an essential extension of our company – 140 professionals strong. They provide high-quality, behind-the-scenes support that enables our employee-owners to focus on project execution and strategic goals.
This evolution is about more than scale. It’s about building internal resilience and expanding nationally without sacrificing quality.
Tell us about your culture: how do you support your team, and why is 100 percent employee-ownership so important?
We foster a culture of continuous learning and growth. Our programs range from hands-on workshops to leadership courses, mentorship, and technical roundtables. We try to create an environment where learning is on-going, and everyone is encouraged to become the best version of themselves.
Becoming 100 percent employee-owned in 2020 was a natural extension of who we are. We all have a stake in the company’s success, which drives a culture where accountability, pride, and commitment are deeply personal. It means we show up prepared, stay engaged, and deliver with excellence.
This ownership culture strengthens our teams, improves our performance, and creates better outcomes for our customers.
How have you maintained this culture – and your standards – across all your locations?
Maintaining a consistent culture and high standards takes ongoing effort and intention. We lean heavily on our One Team mindset. Cross-office collaboration, shared tools, and aligning around common goals cultivates unity, while leaving space for local strengths and approaches to shine.
We foster consistency not just in what we do, but in how we show up: with accountability, integrity, and a focus on long-term relationships.
Congratulations on celebrating your centennial! What factors have contributed to the company’s longevity and success?
Thank you! It’s a milestone we’re incredibly proud of. One thing has remained constant: relationships have always been at the heart of our work. That focus on people and partnerships goes all the way back to our founder, William E. O’Neil, and continues to guide us today.
We’ve grown and evolved alongside our clients, staying grounded in the values embedded in our culture since 1925 – integrity, accountability, and care for others. Those values have helped us earn trust and build long-standing relationships, both within our teams and across the industry.
We’ve also embraced change when it mattered most, from expanding into new markets to investing in innovation. Becoming 100 percent employee-owned was a major step that reinforced a culture of shared success.
Ultimately, it comes down to people. Our story is shaped by the dedication of employee-owners, the vision of our leaders, and the loyalty of clients and partners who’ve trusted us.
How are you commemorating this achievement?
2025 is all about celebrating the people, projects, and partnerships that have shaped W.E. O’Neil over the past 100 years. We’ve planned a mix of celebrations and initiatives – employee events, client gatherings, photo contests, kids’ art and video contests, and even a custom coloring book. Internally, we’re rolling out branded merchandise, a commemorative calendar, and monthly virtual huddles with interviews and company stories. We’ve created a new microsite that dives into our history and a documentary-style video as a time capsule of our legacy.
These efforts reflect the pride and collaboration behind a century of building dreams.
Looking ahead, what are your priorities for the remainder of 2025?
We’re focused on helping clients manage risk in an uncertain environment, optimizing construction technology, and continuing to develop our people.
Where do you hope to see the business in five years?
Digital transformation will move quickly, and tech-forward operations will create competitive advantages. We’re embracing AI, automation, and data analytics for smarter decisions.
We’ll continue to pursue smart, sustainable growth, expand in key markets, deepen relationships, and target project types that align with our core strengths. Leadership succession will remain a key focus.