Thieneman Construction responds to infrastructure demand through technical expertise, relationships, growth, and people-first leadership
When Ken Thieneman left his role as vice president to start his own company in 1999, he wasn’t chasing growth just for the sake of it. He believed there was a better way to build water and wastewater infrastructure; one focused on engineering expertise, problem-solving, and long-term relationships.
The vision was straightforward. The journey was not. “I was right that we could create something unique, but the others were right about how long it would take,” Ken says. Twenty-seven years later, Thieneman Construction (Thieneman) is on track to surpass $200 million in revenue, with about 250 employees across three locations. For Ken, though, the milestone matters less than the mindset that made it possible. “Sustainable, profitable growth is the goal. America is behind on its water and wastewater infrastructure needs, and communities throughout the Midwest are constantly upgrading their facilities.”
As CEO and owner, Ken leads a company benefiting from rising investment in water and wastewater infrastructure, as communities seek partners who can bring field expertise to projects long before construction begins. “We spent 20 years perfecting our engineering capabilities. That process knowledge is the very reason why the build-own-transfer (BOT) process picks us.”
Armed with an engineering degree from Purdue University, Ken spent more than a decade at Bowen Engineering, rising to vice president and developing a deep understanding of water and wastewater infrastructure. What emerged was a self-performing contractor that applies engineering expertise to complex construction challenges, particularly within facilities that must remain operational throughout construction. “Water and wastewater plants can’t just shut down while crews complete upgrades.” Construction teams need to know not only how to build infrastructure, but how treatment processes work.
“We don’t just build what’s on the plans,” Ken explains. Water and wastewater facilities rely on interconnected structural, mechanical, electrical, and process systems. Real opportunities emerge only when teams understand how the whole facility operates.
Shaping solutions
The ability to connect engineering intent with construction reality has become one of Thieneman’s defining strengths. “Innovation means finding a better solution.” For Ken, innovation rarely starts with invention. It comes from examining alternatives in sequencing, procurement, or delivery. The goal is always the same: help owners reach the desired outcome more efficiently. “You have to know what things cost. Just because you can do it doesn’t mean you should.”
As delivery models evolve, customers are increasingly seeking partners who can shape solutions before construction begins. Unlike many contractors, Thieneman self-performs roughly 72 percent of its work, giving teams direct insight into cost, schedule, quality, and constructability.
Thieneman’s technical expertise has become increasingly relevant as procurement models evolve. BOT delivery places more focus on experience, problem-solving, and relationships than traditional low-bid contracting. In many ways, the market is catching up to the vision that launched the company nearly three decades ago. “We are obsessed with customer satisfaction.”
Rather than viewing projects as transactions, Thieneman sees every job as a stepping stone for the next. The team continues to pursue publicly bid work even as negotiated pathways become more common, because the goal goes beyond winning a single contract. “Every project should create a chance for the next project.”
For Ken, expansion begins with credibility, not geography. The approach stays the same: build trust first, then build the business. The real question is whether the company can create an advantage in a new market. “Why be average in Arizona when we can be great in our own markets?” Expansion decisions are driven by demand, workforce availability, relationships, and competitive positioning. During Covid, that meant stepping back from some markets before re-entering when the timing was right.
Putting people first
The next chapter builds on the foundation of water and wastewater construction. Through TCI Holdings, Ken is creating a broader platform spanning development, commercial construction, and acquisitions, alongside Thieneman’s infrastructure operations. “We’ve taken on new building projects. We used to do water and wastewater only, but now we’re expanding into other sectors.” One example: a $680 million development in Westfield, Indiana, shaping plans for infrastructure, housing, and long-term community growth. It’s part of a larger pipeline across multiple communities and years of work.
These days, Ken spends less time on projects and more time supporting the people who deliver them. A few years ago, he shifted from what he calls focusing on “Xs and Os” to putting people first. Performance still matters, but Ken believes long-term success depends on developing individuals who can lead the business into its next phase. “The construction industry has a real shortage of people. It’s underwater by a factor of ten. You can’t grow without people. It’s impossible. If I focus on developing people, they’ll be the best people for the company.” Indeed, this approach has required Thieneman to think differently about leadership. Coaches, educators, and other leaders from outside construction have joined the organization to help employees grow, develop leadership skills, and build long-term careers.
This commitment to people extends beyond the business. Thieneman contributes about three percent of pre-tax profits to local causes and regularly mobilizes support when communities need it most. After severe flooding hit Indiana, Ken redirected teams from active projects to help affected areas. “I told them, ‘Shut four jobs down and get out there. I’m calling those mayors right now. They need help.’” For Ken, growth should create opportunities far beyond the company itself.
Looking ahead, Thieneman plans to continue expanding through a combination of organic growth, development activity, and acquisitions. The long-term goal: a platform that supports much larger operations across multiple sectors.
Even so, Ken continues to focus on a different measure of progress. “Our challenge isn’t finding opportunity; it’s maintaining the principles to pursue the right opportunities.” For a leader overseeing construction projects, development initiatives, and acquisition plans, the statement serves as both strategy and reminder. “I don’t want to focus on the numbers. I want to focus on the people.”
Although the ambition has grown, the underlying idea has not. “Big outcomes don’t just happen. They start with a decision, and then they’re created by thousands of disciplined decisions made by good people over time.”
