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When Israel Simmons reflects on his 15-year career in construction, one theme rises above the rest: leadership is built, not appointed. From his early days as a preteen working alongside his father — an IBEW union electrician — to overseeing multi-billion-dollar transportation projects, Simmons has seen firsthand how trust, adaptability and a strong work ethic shape the success of both teams and infrastructure.

For Israel, building large-scale infrastructure has always been more than blueprints and concrete. For him, it’s about people — those on the jobsite, in the community and behind the scenes. Simmons’ career reflects a thoughtful blend of technical execution, leadership maturity and a relentless commitment to trust.

Today, Simmons brings deep field experience to conversations about the future of construction. But his foundation was laid much earlier — on jobsites with his father, a union electrician, where he developed an early appreciation for the grit and satisfaction of blue-collar work.

Starting in the Field, Growing Into Leadership

Israel’s career path was forged through hands-on work and formal education. A vocational high school introduced him to carpentry, and summers spent running a small construction business helped solidify his passion for the trades. He earned a construction management degree from Drexel University, with minors in business and communication—an intentional mix that he says reflects his technical and people-centric approach to leadership.

But it was early co-op experiences at Philadelphia International Airport that ignited his love for civil and infrastructure projects. “Working on the runway changed everything,” he recalls. “There’s something different about civil work — big machines, asphalt, dirt — it’s organized chaos, and I loved it.”

That experience led to roles on some of the nation’s most complex public works: New York’s 2nd Avenue Subway, L.A.’s Expo Line and Regional Connector and Orange County’s 405 Design Build Project. His career has spanned estimating, project engineering, public engagement and executive-level leadership.

Lessons from the 405 and Beyond

One defining phase of Simmons’ career came during his time on the 405 project—at the time the largest Caltrans design-build effort in the state. “That project was understaffed, high pressure and forced us all to grow,” he said. By the end of it, Simmons was managing two segments and leading teams across a vast, multi-stakeholder environment.

It was here that his affinity for leveraging technology came into play. From SharePoint tools to iPad-based timesheet systems, Simmons consistently sought ways to eliminate paper, reduce double entry and improve efficiency—especially for field teams.

But technology alone wasn’t the answer. What mattered most was how teams were supported.

Leadership Under Pressure

Simmons’ first major leadership test came as a traffic control manager on the Regional Connector project in downtown L.A.—a role he took on in his 20s. “The whole job depended on traffic control. If roads didn’t close, nothing moved,” he explained. “The weight of that hit me fast. Suddenly, my choices affected the entire project.”

In those high-stress environments, Simmons quickly learned the danger of overwork and under-support. “We ramp up from 40 to 70-hour weeks without realizing it,” he said. “You’re in the pot, boiling slowly.”

His response? Create intentional breaks. “If a long weekend was coming, I’d send my team home early the Friday before. There’s no value in sitting in the office pretending to work.” He also emphasized staffing overlap and proper onboarding—so team members could truly unplug without drowning in emails on return.

Failure as Fuel for Growth

Not every leadership lesson came easily. Simmons recalled a moment when he had to let an employee go due to performance issues. “That felt like a failure on my part, not just theirs,” he said. “What could I have done differently? Did I check in enough? Could I have coached better?”

The experience prompted him to implement clearer systems—like RACI matrices—to clarify expectations and build accountability without micromanaging. “It’s about finding the balance between allowing others to succeed and oversight. I’ve learned not to assume everyone has the same work ethic or mindset I do.”

Do What You Say and Say What You Do

Ask Simmons what kind of legacy he hopes to leave, and his answer is simple: “Do what you say and say what you do.” It’s a motto that’s earned him trust on countless jobsites.

“In this industry, your word is your bond,” he said. “Contracts are important, but they should be shields, not swords. What really matters is whether people believe you’ll follow through.”

That belief has followed him throughout his career—from field engineers to operators who remember him not for his title, but for his integrity.

The Next Generation of Leaders

Looking ahead, Simmons is candid about what the industry needs. “We’re not attracting enough new talent. That means we’ve got to retain, train and mature the people we do have.”

So what qualities does he look for in emerging leaders?

“Curiosity, vulnerability and adaptability,” he said. “You have to be willing to deviate from your plan. Most of us don’t end up where we thought we would. Go with the flow, learn from everything and apply those lessons forward.”

Above all, Simmons believes leadership is about example. “There’s no secret sauce. Just inspire people by how you show up—humble, consistent and willing to grow.”

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