In an industrial market that continues to grow rapidly, Reeves Young Industrial empowers its clients by providing a fully integrated team of construction professionals with self-perform capabilities and the technical expertise to deliver projects quickly, safely, and with quality to meet ever-increasing market demand.
The construction industry is imperative to the growth of the economy, to society, and to the community. From ensuring your water makes it to your faucet, making sure the bridges are structured to stand, paving new roads from NYC to LA, to building your new favorite restaurant, pickleball courts, or hotel, the construction industry is vital to our progression as a civilization.
In 2024, there were 1,032 fatalities in the construction industry, not including suicide as a cause of death1, and many of those deaths were preventable. Construction-related injuries happen frequently and can be significant and long-lasting, such as hearing loss, mobility problems, and respiratory issues2.
As we all can predict, the 2.1 trillion-dollar industry3 isn’t going anywhere–and we might be biased, but we don’t want it to. Construction employs 8 million people3 and provides various services that are integral to a continuously developing community.
Although these fatalities, time and time again, are preventable, without a clear focus on safety in construction, these deaths and injuries will continue to happen.
So, the question stands: how do we minimize risk, injuries, and fatalities, while maintaining construction, growth, and innovation?
The answer to this question is simple: a focus on safety.
There are many laws put in place by the U.S. Department of Labor (carried out by the Occupational Safety and Health Administration (OSHA)) as well as required rules and regulations put forth by the general contractors themselves to ensure safety on jobsites. These are not guidelines but strict standards that all employees and subcontractors must adhere to.
Furthermore, there are resources available from nationally recognized organizations, such as Construction Safety Week– where general contractors unite to strengthen the industry standards and culture around safety. Reeves Young, Senior Project Manager in our Heavy Civil division Banks Folsom says, “[Construction Safety Week] is a time to reset, reflect, and learn about our safety achievements and shortfalls over the past year, and a time to plan how to make our working and personal lives safer in the future.”
At Reeves Young, our focus– the end-all, be-all– is getting you home safely to your family. We remind ourselves and our peers every day, “Why I Work Safe” with the pictures of loved ones in our safety vest pockets.
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With all hands on deck and projects that are moving quickly, a million things are happening at once, and many things on a jobsite can get taken for granted. Folsom reminds us that slowing down and considering the ‘worst case scenario’ of each task you are performing will make you more mindful of the risks at hand and how to mitigate them. He says, “A near miss is to be treated just as seriously as an incident. One of the worst things you can have in your mind is, ‘Well, I got away with it last time!’”
For us at Reeves Young, construction safety takes precedence. Folsom says, “Every jobsite is different, and it can change drastically from day to day. Assessing each task individually instead of globally as one trade, or as one project, is a good way to ensure you aren’t being complacent with safety.”
Each day on site begins with a safety huddle, a refresh to each person on site to regard safety as their number one priority: to get home safely, and to get their co-workers home safely, too. On Reeves Young jobsites, you will see our commitment to safety through our safety pillar displays and key reminders to Work Safe, Home Safe—our tried and true Safety motto.
Our Safety Meetings are not your standard-meeting-that-could-have-been-an-email; these are dedicated time slots each morning, on every job site, to ensure safety plans are elaborated on through each task at hand. The goal is to engage the team and to provide opportunities for each person to speak up about foreseen safety risks. Though it might seem simple, this time allows for risks to be brought to light that others might not have noticed. Every day, thoughtful safety measures are reestablished and reinforced. “If [the task] cannot get done safely, it cannot get done at all.” Folsom continues, “This may mean taking the longer route to complete a task, but it is the correct route that will be the plan every time.”
One small action that all general contractors can adopt into their safety practices is maintaining a clean and tidy site. A clean site does more than make your project presentable; it can help expose potential hazards that otherwise might not have been seen.
When asked about the future of safety at Reeves Young, Folsom replies, “[We will] continue to incorporate a strong safety culture amongst our teams, from the preconstruction level, to support departments, to the field.”
1 U.S. Bureau of Labor Statistics. (2026, February 19). Table 3. fatal occupational injuries for selected occupations, 2020-24 – 2024 A01 results. https://www.bls.gov/news.release/cfoi.t03.htm
2 Finnity, J., & Harlan, L. (2025, May 7). 34 Key Construction Safety Statistics. Procore. https://www.procore.com/library/construction-safety-statistics
3 Associated General Contractors of America. (2026). Construction data. Construction Data. https://www.agc.org/learn/construction-data#:~:text=Construction%20is%20a%20major%20contributor,worth%20of%20structures%20each%20year.
We sat down with Reeves Young’s Director of Industrial Business Development, Brenttnie Smith, to talk about her career, what paved her way into construction, and what success looks like to her.
Can you tell me about your path into construction and what ultimately led you into business development?
My path into construction was not traditional at all. I came from a sports broadcasting background, which on the surface had nothing to do with construction. Early in my career, I was focused on storytelling, relationship-building, live production, and communicating clearly under pressure.
When I moved to Atlanta in 2017, I was introduced to the AEC industry and, more specifically, to the role of business development. I quickly realized how transferable my skill set was. Sports broadcasting taught me how to connect with people quickly, ask thoughtful questions, listen actively, and communicate a message in a compelling way. It also required preparation, research, and the ability to think on my feet — all of which are critical in business development.
In construction business development, success is rooted in relationships, strategic communication, and understanding your audience. My background helped me become comfortable in front of clients, navigate high-pressure situations, and represent my company with confidence and clarity. What started as an unexpected career pivot ultimately became a natural fit, allowing me to blend relationship-building and storytelling with strategy and growth in the construction industry.
Business development requires both technical understanding and strong relationships. How have you learned to balance those two skill sets?
That balance has been intentional for me.
Coming into the industry from a non-technical background, I knew early on that if I wanted to be effective in business development, I would have to make a conscious effort to immerse myself in all aspects of construction — spending time with our operations teams, asking a lot of questions in preconstruction meetings, learning how projects are estimated and executed, and really understanding the nuances of industrial work.
At the same time, I’ve leaned into what I naturally bring to the table — building authentic relationships. Strong relationships open doors, but technical understanding builds credibility. I never want to be the person in the room who can connect well but can’t speak intelligently about what our team executes. So, I prepare by leaning in and listening to the expertise of my teammates.
Brenttnie Smith and the rest of the NAIOP Future Leaders class of 2026.
Was there a moment in your career when you realized you had found your stride as a leader?
I would say that moment has really happened over the past two years.
I naturally stepped into mentoring young professionals who were exploring or just starting their careers in business development. At first, it happened informally — answering questions, pulling them into meetings, helping them think through strategy or navigate client conversations. But over time, I realized they weren’t just asking for advice — they were looking to me for guidance.
Being able to serve as a resource, create opportunities for them, and help facilitate their growth has been incredibly meaningful. Watching them connect the dots, build relationships, and step into their own leadership has honestly been one of the most rewarding parts of my career.
That’s when I knew I had found my stride — not just in doing the work, but in helping shape the next generation of business development professionals.
As a woman in a highly relationship-driven and often male-dominated industry, have you ever had to approach situations differently to build credibility or trust?
If I’m being honest — yes. And I hate to say that, but it’s true.
I’ve been incredibly fortunate to earn a great deal of respect from my counterparts and many clients, and I’m truly grateful for that. But in a highly relationship-driven and often male-dominated industry, there have absolutely been moments where I’ve felt like I had to work twice as hard to prove my worth.
There are times I’ve felt the need to show up twice as much, be twice as prepared, be twice as quick with answers, and sometimes even twice as loud to ensure my voice is heard and my value is recognized. Not in a negative or resentful way — but in a very real, aware way.
What that experience has done, though, is sharpen me. It’s made me more prepared, more technically fluent, more confident in rooms where I may be the only woman at the table. Over time, credibility compounds. Consistency builds trust. And once that trust is established, it becomes less about proving yourself and more about delivering results.
What does strong leadership look like to you today?
To me, strong leadership today is about leaving your ego at the door.
It’s about putting the team above yourself — prioritizing collective success over personal recognition. A strong leader doesn’t need to be the loudest voice in the room or the one getting the credit. They focus on creating clarity, alignment, and opportunity for others to succeed.
It’s also about emotional discipline. Whatever is happening in your personal life — stress, frustration, challenges — you must have the maturity to leave that at the door when you step into the office. Your team deserves consistency. They deserve steadiness. Leadership means managing your emotions, so they don’t manage the room.
Strong leadership, to me, is steady, self-aware, and service-oriented. It’s about creating an environment where people feel supported, focused, and motivated.
What part of your role do you find most energizing or rewarding?
What I find most energizing and rewarding is watching our team win.
There is nothing better than seeing their faces light up when we land a deal that once felt out of reach — the ones we talked about strategically, chased intentionally, and maybe even thought were a long shot. Watching something that started as a vision turn into a signed contract is incredibly fulfilling.
It’s also rewarding to see us win awards or recognition that we weren’t even considered for before. That growth — from being overlooked to being a serious contender — represents the work, the grit, and the belief our team has built together.
For me, the real reward isn’t just the win itself. It’s the confidence that grows in the team because of it. It’s watching people realize what they’re capable of. That momentum, that shared pride — that’s what energizes me the most.
Brenttnie Smith and Chris Smith accepting the 2024 CMAA Project Achievement Award for Industrial New Construction Value More than $50 Million for the Falcon Parkway Industrial Park Campus on behalf of the Industrial team.
How has your perspective on success evolved over time?
Earlier in my career, I probably would have defined success by titles, recognition, or financial milestones. And while those things aren’t unimportant, my perspective has shifted significantly over time.
Today, success isn’t about money or titles anymore. Success is time.
It’s having built something strong enough — relationships, reputation, results — that I’m trusted. That I’m not forgotten or passed over because I choose to manage my time intentionally between work and home. It’s knowing I’ve done such a good job delivering value that I can step away for my family when needed without everything unraveling.
Success, to me, is being present. It’s getting to take time with my family without guilt, because I’ve put in the work and built a foundation that speaks for itself. That balance — and the freedom that comes with it — means far more to me now than any title ever could.
What advice would you give to young women who are interested in entering construction or business development but aren’t sure where they fit?
My biggest advice would be to reach out and find a mentor.
This industry can feel overwhelming from the outside, especially if you’re not sure where you fit. But there is so much opportunity within construction and business development — operations, strategy, marketing, estimating, client relations — that you don’t have to have it all figured out on day one.
Find someone who’s a few steps ahead of you and ask questions. Learn from their experiences — both their wins and their mistakes. Borrow their perspective. Let them help you navigate rooms, conversations, and career decisions with more confidence. A good mentor can shorten your learning curve dramatically and help you see potential in yourself that you might not recognize yet.
Brenttnie and a colleague taking a photo together at the NAIOP Georgia Night at the Fights event.
Outside of your title and responsibilities, what is something people may not know about you that has shaped who you are professionally?
Two things have shaped me professionally in ways people may not immediately see.
First, I have an amazing family at home and that includes my son, Oliver, who has completely changed my world for the better. Becoming a mother has given me a different lens on leadership, priorities, and perspective. It’s made me more efficient, more present, and more intentional with my time. Motherhood has strengthened me in ways I didn’t anticipate, and that absolutely shows up in how I lead and how I build relationships.
Second, I lost my father in 2016 to brain cancer. That experience will never leave me — and in many ways, I don’t want it to. It reshaped how I view work, pressure, and what truly matters. It gave me a profound sense of empathy and a reminder that we’re all carrying something unseen. It also grounded me in the understanding that we’re not just working for titles or accolades — we’re working for something bigger, for our families, for stability, for impact.
Both motherhood and loss have refined my perspective. They’ve made me more compassionate, more driven, and more aware that success means very little if it isn’t anchored in purpose and people.
What’s a moment in your career that made you think, “I can’t believe I get to do this”?
The moments that stand out most are when I step back and realize where this career has taken me.
I get to travel to some incredible places around the country — cities and facilities I once only imagined visiting. Walking job sites, touring operations, sitting in boardrooms in places I used to just read about… there are moments where I genuinely pause and think, “I can’t believe this is part of my job.”
I also get to meet executives and CEOs of companies I previously only knew from industry articles or press releases. Sitting across the table from leaders of major organizations, having strategic conversations, and representing my team in those rooms is something I don’t take lightly. It’s both humbling and energizing.
What’s one lesson construction has taught you that applies far beyond work?
One lesson construction has taught me that applies far beyond work is that foundations matter — in everything.
In construction, if the foundation isn’t solid, nothing else works. You can have the most beautiful design, the best finishes, the strongest team — but if the groundwork isn’t right, cracks eventually show.
That principle applies to relationships, leadership, and life. The way you build trust, the way you communicate, the way you show up consistently — those are your foundations. You can’t shortcut them. You can’t rush them.
Construction has reinforced for me that what’s below the surface is often more important than what’s visible. Character, integrity, preparation, and resilience — those are the true foundations. And when those are strong, everything else has something solid to stand on.
Brenttnie Smith, Stephen McMillan, and Will Poland at the Reeves Young February 2026 Staff Meeting.
If you could go back and give your younger self one piece of advice at the start of your career, what would it be?
If I could go back and give my younger self one piece of advice, it would be this: never allow your own light to be dimmed.
You worked hard to get where you are. Don’t let anyone minimize that. Don’t shrink yourself to make others more comfortable. Don’t question whether you belong in certain rooms.
You are in the rooms you’re in because you earned the spot to be there.
There will be moments early in your career where you may feel intimidated, underestimated, or unsure. But confidence doesn’t mean arrogance — it means recognizing your preparation, your work ethic, and your value. Own that.
I would tell my younger self to stand tall, speak up, and trust that she’s exactly where she’s supposed to be — not by accident, but by hard work.
Brenttnie at the Reeves Young February 2026 Staff Meeting
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