Stephanie Maderazzo is a standout in the construction industry. She serves on the executive leadership teams of two successful Phoenix businesses—Canyon State Electric Co., Inc. and Super Electric—and she co-founded Arizona Outdoor Fun, the largest ATV/UTV tour company in the Phoenix valley.

Maderazzo also serves as finance manager on the board of the International School of Arizona and is a member of Entrepreneur’s Organization, a global network of influential business owners. Below, she discusses the importance of leadership and mentorship, as well as the trust and respect required to build a family-oriented culture where all voices are valued.

How were you introduced to the construction industry, and how has your career evolved?

My father started Canyon State Electric in 1978, so essentially I grew up front and center during times of exceptional economic and industry growth around the valley. We sat at the dinner table together bidding plans. He was just as eager to teach me about the business as he was my brother, and my brother is an excellent partner; both have always encouraged my strengths and abilities. While I’ve always sat on the board, in 2001 I became owner of Canyon State, and my responsibilities widened soon after I took the reins as CEO.

Have you faced barriers as a woman in a traditionally male industry?

I’m very strong-willed and driven, so I’ve never accepted that it was a challenge to be a woman in a male industry. While I have experienced barriers, I was able to overcome them with confidence and the knowledge that comes from continuously learning and striving for excellence.

I’m proud to say that many of our roles, including electricians and project managers, are filled by women, and not because they are women, but because they are the best candidates for the job.

What’s your leadership style?

I’m very process driven, which research shows frees up our brains for more creative and high-level thinking. I focus on hiring for the long term and providing a family-centric benefits package that goes well beyond standard health care coverage and typical office perks. I create opportunities for my team to be involved in decision-making and propose their own ideas and solutions as much as possible. We should all always be learning, and I am just as committed to investing in personal and professional growth as I expect my team to be.

What’s a good starting point for young persons interested in the construction industry?

Education, internship and apprenticeship. Those new to our industry can start at the ground level and build a lasting career.

As a mentor, who have you supported along the way?

As I strive to be a teaching leader, I genuinely hope to have an impact on people that inspires their growth, their dedication and their perseverance. I’ve supported working mothers, emerging natural leaders, a new hire with zero experience, an admin who eagerly worked to join the construction team—really anyone who puts the same importance on their individual growth that we do as a company.