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John Woodcock is an experienced executive with nearly thirty years in the building and contracting industries. After a four-year stint with KPMG Peat Marwick in Pennsylvania, John returned to North Carolina and joined Jones Capital Corporation, an affiliate of J.A. Jones, Inc., a national infrastructure services firm. While at J.A. Jones he was engaged in the development, financing, construction, and operation of cogeneration and energy facilities for industrial customers. He also spent two years with Progress Energy, a North Carolina utility, procuring and constructing more competitive gas-powered generation assets in the southeast.

Building on those experiences, he joined Balfour Beatty Construction as a Senior Vice President and Regional CFO. As his career progressed and expanded to include operational responsibilities, John became President of Balfour Beatty’s Carolinas Division and, ultimately, Chief Executive of the company’s East Region where he had leadership responsibility for operating divisions in Washington DC, North and South Carolina, Georgia, and Florida, and roughly $2 billion of annual construction volume.

John’s business expertise is practical and extensive and includes strategic planning, business operations, risk management, finance, and business development. He is especially accomplished at building high-performance teams and developing long-term strategies for achieving quality organizational growth and sustainability. He is passionate about working with owners of family and closely-held businesses, and has a great appreciation for the impact that they have on their communities.

John is a graduate of Wake Forest University, has an MBA from Indiana University’s Kelley School of Business, and was previously licensed and practiced as a CPA in the state of Pennsylvania. He is married and has four adult children. When he isn’t working, he devotes considerable time to civic and community organizations in Charlotte.

Recent Posts

What Is the Future of Remote Work In Construction?

The post-Covid workplace looks quite a bit different than it did about two short years ago, doesn’t it? Let us be the first to acknowledge that we don’t know the answer to the question of how the future construction workplace will work itself out. But we did ask a...

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Improving Productivity: Means and Methods

Every contractor is wrestling with the big three: inflation, supply chain issues, and the biggest of all attracting and retaining talent. Historically, the construction industry has been poor at improving productivity, but if you’re going to do more with less (the...

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The Seven Traits of Companies Who Build Great Leaders

Our fellow peer group member Arlin Sorenson said in his recent blog that “Leaders are made, not born.” Whether you believe this or not, he does have some compelling reasons that some companies are simply better at developing their leadership talent than others, and it...

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