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Janiece Williams is the Co-Founder and Executive Director of LeaderFlow, a non-profit organization created to provide a leadership development program that empowers diverse mid-career professionals. The goal of LeaderFlow is to address a critical gap in the AEC career pipeline, which continues to face significant underrepresentation of diverse leadership, with ongoing challenges in retaining diverse talent. Trained as an architectural designer, and one of the original cohort participants from the pilot program, Williams is deeply committed to supporting emerging professionals as they navigate and advance within the AEC industry.
STRUCTURE: What inspired you to go into architecture?
Williams: Choosing to study architecture was unexpected. I had just graduated from a specialized high school for health professions because, at one point, I thought I might go into medicine—mainly driven by my desire to help people. But honestly, I had no clear idea of what I wanted to study in college or what career path to pursue. I remember feeling so much pressure, as if whatever I chose would lock me into a single career for life, making the decision feel so heavy.
My interest in architecture was sparked by one of my older sisters, who has an extensive career in the construction industry. Although I knew little about the architecture profession at the time, I saw it as a chance to explore my interest in helping people through community building.
STRUCTURE: How has your architectural background contributed to where you are today?
Williams: Leaps of faith have been a recurring theme in my life, often filled with uncertainty and struggle. Throughout my journey, I wrestled with my identity in architecture, grappling with imposter syndrome even before I knew what it was. I never saw myself as the most creative designer or technically skilled, but I knew that I excelled in working with people, building effective teams, and solving problems.
After graduating from Howard University in 2010, despite the industry still recovering from the recession, I committed to working in architecture for a few years to find my path. I moved to Los Angeles, and what was supposed to be a short stint turned into 10 years.
Although I was advancing in my role and more engaged with the architecture community, I felt disconnected and unfulfilled. By 2021, after struggling to align my career with my passions and dealing with mental health challenges, I knew it was time to take a step back and explore a new direction. During this time, I joined a pilot leadership development program, which came at a crucial moment. It aided me with the support and clarity I needed to navigate these transitions.
This leadership program was an initiative by Southern California Chapter of the National Organization of Minority Architects (SoCal NOMA) and KPFF Consulting Engineers in response to the social unrest following George Floyd’s murder. KPFF’s CEO, John Gavan, proposed adapting their internal leadership development program framework to support mid-career professionals of color in the AEC industry. I was invited to apply. The result was life-changing. The program helped me embrace my identity, both personally and professionally, and boosted my confidence in the value I bring to this industry. I completed the pilot leadership program in September 2021. But after a decade in Los Angeles, I decided to return to my hometown of Houston to be closer to family and figure out my next chapter.
STRUCTURE: You were actively involved with NOMA for many years prior to co-founding LeaderFlow. How did that experience shape LeaderFlow ?
Williams: When I was struggling to find my place in architecture, I found a sense of community through SoCal NOMA. I became a dedicated volunteer with the Project Pipeline Summer Camp planning committee and served on the Executive Board for two terms from 2018-2021.
As a repeat volunteer, I was content flying under the radar, standing in the back of the room without needing recognition. However, it wasn’t until my SoCal NOMA colleagues encouraged me to run for a board position that I began to break out of my shell and embrace a leadership platform.
Through my involvement, I realized the value of having a strong community in this industry—especially as the only woman or person of color in many of the professional spaces I found myself in. The supportive, empowering community I found at NOMA inspired me to create a similar space for diverse professionals in AEC through LeaderFlow, fostering that same sense of belonging and growth among our cohorts and facilitators.
STRUCTURE: What is LeaderFlow and how is it unique to the AEC industry?
Williams: My move coincided with the creation of LeaderFlow, which I envisioned as my way to help others by sharing my newfound sense of purpose. John Gavan and I questioned why leadership in the AEC industry does not reflect the diverse available talent. We recognized the need to support a part of the talent pipeline that had been overlooked: mid-career professionals. Those who’ve been working in the industry but would benefit from mentorship and coaching outside of project management to achieve leadership positions. This realization led us to expand this initiative and launch LeaderFlow as a nonprofit in January 2022, with a mission to support and empower diverse professionals in the AEC industry.
What makes our program unique is that we focus our recruiting efforts primarily on professionals of color that will make up a cohort of 12-15 participants from within the same city, but ideally not from the same company. We found that this blend of architects, engineers and construction professionals helped to create more authentic and vulnerable conversations as the emerging leaders can openly discuss their experiences and perspectives in a safe space without openly challenging their co-workers or firm leaders.
While many mentorship programs target recent graduates or early-career professionals, LeaderFlow is unique in focusing on mid-career individuals who may feel stuck or uncertain about how to advance into leadership roles. We’re proud to offer this program at no cost to participants, thanks to our sponsors, ensuring that financial barriers don’t prevent access to critical leadership training.
In the few years we’ve been running LeaderFlow, we’ve seen significant growth in participants’ confidence, self-awareness, commitment to personal development, and overall performance.
LeaderFlow currently operates in Houston, Los Angeles, Seattle, New York, and Chicago, with plans to expand nationally.
STRUCTURE: What do you believe defines a leader in today’s workplace?
Williams: I believe that an impactful leader in today’s workplace is someone who continuously commits to their personal growth and shares their learned lessons with others to create a culture of understanding and belonging. A strong leader prioritizes emotional intelligence, adapts to growth and change, builds trust through accountability and places a strong emphasis on mentorship and the development of others.
STRUCTURE: What is your “why” (or purpose), and how does that define you as a leader?
Williams: I believe that my purpose is to help others realize their potential by exercising their voice, starting with learning who they are as individuals so they can be their biggest advocates. Through my work, I often recognize in others the same obstacles that inhibited my growth, such as imposter syndrome, fear, and limiting beliefs.
I believe this defines me as a leader because my core mission is to share the tools and lessons I’ve learned to help others remove these barriers. I feel most fulfilled when I get to witness those “lightbulb moments” in others—whether they are personal or professional breakthroughs. Each moment of clarity or achievement, no matter how small, signifies progress, one person at a time.
STRUCTURE: What advice would you give to companies for developing and retaining future leaders?
Williams: My advice to company leaders starts with prioritizing mentorship by providing opportunities to build leadership skills and confidence. People want to know they are being invested in just as much as the company wants people to invest in it.
I believe that this can be accomplished by providing growth opportunities, creating clear career paths by intentionally making leadership progression more transparent, and promoting work-life balance.
STRUCTURE: How have you stayed authentic to yourself in your leadership journey?
Williams: I have stayed authentic to myself by intentionally engaging in self-reflection as I grow, and staying grounded in my core values to build confidence in my ability to tackle challenges. I recognize that I don’t have all the answers, and I don’t strive for perfection, but I believe it’s essential to be open and vulnerable about my journey. This honesty drives my commitment to lead with empathy and create meaningful connections with others along the way.
STRUCTURE: What is the best advice you’ve been given in your career, or otherwise?
Williams: One of the best pieces of advice I’ve ever received came from another one of my older sisters. She told me that my passion doesn’t have to be defined by my work. This was a big revelation for me. For so long, I thought that I had to find my passion through my job. But her advice shifted my perspective; she helped me realize that I should focus on what truly fulfills me, like being of service to others and connecting with people. Once I embraced that, my path started to reveal itself, which eventually led me to the work I’m doing now with LeaderFlow.
STRUCTURE: What is your advice on figuring out their “why” and being more intentional in forging a path to leadership?
Williams: My advice to anyone trying to figure out their “why” is to start by assessing your level of curiosity. Discovering your purpose requires a deep curiosity about yourself and a commitment to exploring it through self-reflection and learning. Be patient and give yourself time—this is a journey that unfolds gradually, not something to figure out overnight.
Once you gain clarity on your “why,” use that understanding to be intentional in forging your path to leadership. Align your actions with your values, seek opportunities that resonate with your purpose, and stay open to growth. Leadership is built on authenticity, and knowing your “why” will help guide your decisions and interactions as you grow into a leadership role.
STRUCTURE: What is the biggest challenge for DEI within the AEC industry?
Williams: The biggest challenge for DEI in the AEC industry has been the historical lack of diverse representation, which has made progress slow and difficult. One of the major issues is attracting and retaining underrepresented groups, many of whom leave the industry due to feelings of isolation, lack of mentorship, or limited opportunities for career advancement.
I also believe that DEI has contributed to burnout in the industry, due to the lack of consensus and buy-in from firm leadership, lack of engagement, and the tendency to lean on people of color to lead DEI efforts without broader support. Additionally, we’re now facing even bigger challenges with the political and legal attacks on DEI initiatives, which threaten the progress we’ve made thus far.
STRUCTURE: If you could wave a magic wand, what does the AEC industry look like in 10 years?
Williams: If I could wave a magic wand, in 10 years the AEC industry would undergo a complete transformation in its educational and organizational culture. We would foster people-centric habits that prioritize mental health, diversity, equity, inclusion, belonging, and work-life balance. I believe these changes would make the industry far more attractive and sustainable for generations to come. ■