TZL 1614 (web)

ON THE MOVE SUFFOLK HIRES PJ JOHNSON AS EXECUTIVE VICE PRESIDENT, DIVISION MANAGER, TO STRENGTHEN OPERATIONAL EXCELLENCE AND DRIVE STRATEGIC GROWTH ACROSS THE NORTHEAST Suffolk, one of the most innovative and successful builders in the country, announced it has hired PJ Johnson as executive vice president, division manager, Northeast. In this role, PJ will oversee operational performance across Suffolk’s Northeast region, working to strengthen project execution, drive performance across operational teams, and ensure alignment with company-wide priorities. His leadership will be key as Suffolk continues to expand its presence and take on increasingly complex work across sectors, while deepening its use of AI, data and advanced technologies to drive smarter, more efficient project delivery. PJ joins Suffolk after 30 years at Turner Construction, where he most recently

served in a senior leadership role overseeing operations of the Boston Business Unit. His portfolio includes some of the region’s most complex and high-profile developments, including the redevelopment of the historic Commonwealth Pier, MIT’s flagship Lisa T. Su Building for nanotechnology research, Harvard University’s LISE building, and preconstruction for the Pardee School of Global Studies, Boston University’s first fully mass timber high- rise. “We are thrilled to welcome PJ to our leadership team,” said Patrick Lucey, General Manager of the Northeast Division at Suffolk. “PJ brings a wealth of knowledge and experience from decades of successfully leading complex projects and teams. His leadership, operational expertise, and commitment to excellence make him an outstanding addition to our organization as we continue to grow and evolve.”

“I am excited to join Suffolk,” said PJ. “The company’s forward-thinking approach and use of technology to enhance project delivery and collaboration truly sets it apart. I am looking forward to working with our teams and partners to drive operational excellence and support Suffolk’s continued growth across the region.” PJ’s appointment reinforces Suffolk’s ongoing investment in leadership and operational excellence as it delivers complex, high-profile projects that shape skylines and communities across the Northeast. Suffolk is at the forefront of using technology and data to transform how buildings are planned, designed, and constructed. By leveraging AI, predictive analytics and digital collaboration tools, Suffolk empowers clients to make smarter decisions and ensures greater certainty and efficiency across the entire project lifecycle.

it’s about influence. When we focus on developing others, we multiply impact across the organization. This starts by understanding what drives each person. Using principles from Gary Chapman and Paul White’s The Five Languages of Appreciation in the Workplace , we recognize that not everyone feels valued the same way. For some, recognition might come through public praise. For others, it’s private affirmation, professional development, or quality time with mentors. Developing future leaders also requires emotional intelligence. The ability to read a room, to sense when someone is struggling, and to know when to push or when to pause – these are the traits that turn good managers into great leaders. BRINGING IT ALL TOGETHER. Motivational leadership is about creating a culture where people feel connected to a purpose and confident in their role within it. When leaders prioritize understanding, trust, and empowerment, loyalty follows naturally. Productivity becomes the byproduct of engagement, and future leaders rise because they’ve seen what genuine leadership looks like. The most successful firms aren’t just driven by goals – they’re driven by people who believe in those goals and in the leaders who guide them. Duncan Robertson, CPSM, is director of business development and marketing at Tamarack Grove Engineering. Contact him at duncan.robertson@tamarackgrove.com.

DUNCAN ROBERTSON, from page 7

belonging. When team members see how their work connects to the firm’s success, they stay because they believe in what they’re helping to build. True loyalty is built through trust and consistency. Leaders who show up with empathy, who listen, and who follow through on their word create a sense of security that drives long-term commitment. When the team believes that leadership has their back, they return that trust with effort, accountability, and pride in their work. PRODUCTIVITY AND OWNERSHIP. Productivity thrives in an environment of ownership. When individuals feel empowered to take responsibility for their clients, projects, and deadlines, their mindset shifts from compliance to commitment. Ownership creates pride, and pride fuels performance. This doesn’t mean micromanagement or constant oversight. It means creating space for autonomy and accountability. When people understand expectations and feel supported in achieving them, the result is not only higher productivity but also higher engagement. As leaders, we set the tone. The way we communicate priorities, celebrate wins, and respond to challenges directly affects how our teams perform. Encouraging ownership is a choice – it’s an investment that pays dividends in both results and morale. DEVELOPING FUTURE LEADERS. The best measure of leadership success is how many leaders you help create. Motivational leadership isn’t about authority;

THE ZWEIG LETTER DECEMBER 29, 2025, ISSUE 1614

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