Leadership Spotlight: 10 Questions for Greg Conn

1. You’ve been with Therma for nearly two decades and have grown from Project Manager to Vice President of Operations. What key lessons or experiences have most shaped your leadership journey during that time?

Foremost, the culture at Therma has always been “sky is the limit.” While the pathway isn’t necessarily formalized, the support of craftspeople into leadership positions, and the abundance of resources within the walls of the company creates a nurturing environment for growth. My career progression—from managing small projects, to leading the growth of the Specialty ASM division, to co-directing one of our flagship semiconductor projects—has been instrumental in shaping my leadership perspective. Subsequent assignments, including a tenure at one of our satellite implant offices, returning to the main office to contribute to estimating work, and ultimately advancing into an Operations leadership role, have provided a comprehensive foundation across all aspects of our business. This broad exposure has not only strengthened my strategic and operational understanding but, more importantly, deepened my appreciation for the talented individuals who drive excellence throughout every segment of our organization.

2. Having started your career as a General Foreman, how has your field experience influenced your approach to managing large-scale operations today?  

I take great pride in my field experience and attribute much of my leadership style to the lessons learned during that time. In construction, unforeseen conditions and daily challenges are inevitable. Learning early in my career to stay composed under pressure and avoid overcorrecting during stressful situations has provided a strong foundation for effective problem-solving in large-scale operations. My time in the field also instilled the importance of breaking down complex issues into manageable components. Perhaps most importantly, working alongside and leading field crews reinforced that our craftspeople are the true foundation of our business. I have a deep and enduring respect for the skilled individuals whose work drives the success of our operations every day.

3. Therma has undergone tremendous growth and transformation since joining Legence. What have been some of the most meaningful changes you’ve seen?  

When our founder, Joe Parisi, entrusted his leadership team with the next chapter of the company, it marked a pivotal transition in our organization’s history. That inflection point marked a new era where the reins were somewhat lifted, which empowered our team to be more aggressive in the market while maintaining the culture our company was built on. The rapid change in revenue growth has required an equal change in our approach to managing the business.  Investing in software and other technology, focusing on our management organization, and investing in our capital expansion are meaningful changes I can attribute to our corporate sponsor and Legence.

4. Therma has a strong presence in mission-critical markets. How have you seen these markets evolve over the years?  

Geographically, Therma has benefited from operating in the heart of Silicon Valley, the globe’s technology heartbeat. Technology has driven a very significant need for advanced infrastructure as well as changing infrastructure when even the fairly new quickly become outdated. These markets are only getting stronger as technology becomes more advanced.

5. Technology continues to reshape how we design, build, and maintain complex systems. What innovations or tools have had the biggest impact on Therma’s operations in recent years?  

Two key areas of innovation have significantly influenced our operations. On the craft side, advancements such as robotic welding and automated machine tooling for cutting, marking, and material connection have enhanced productivity and maintained our competitive edge. On the management side, the integration of advanced software for analytics, measurement, workflow optimization, and reporting has further strengthened our performance by identifying and driving new efficiencies across the organization.

‍6. Collaboration is key to Therma’s success. How do you foster alignment between project teams, engineering, and field operations to ensure seamless project execution?  

While there are many tangible elements that contribute to our culture—such as open office spaces, team-building events, and an emphasis on regular huddles and communication—the true foundation lies in our shared commitment and belief to our core value: Helping and Solutioning. This principle naturally fosters collaboration across the organization. Much like in moments outside of work when people instinctively come together to help without direction, our teams unite around a common purpose. When everyone shares the same vision of what it means to help, collaboration happens organically and at its highest level.

7. Over your many years with Therma, are there any standout projects or milestones that you’re particularly proud of?  

Honestly, it wouldn’t be fair to highlight only a few achievements—there are simply too many to list, and that abundance is something I’m most proud of. Most recently, however, we’ve reached a particularly significant milestone. As the global economy positions itself for the acceleration of AI, the data center market is expanding at a pace that has exceeded all expectations. Our industry has never experienced growth potential of this magnitude. I’m extremely proud of how our team has risen to meet this opportunity, and I’m confident that our collective efforts will redefine our trajectory in the years ahead.

8. You’re also a member of Vistage, which focuses on executive leadership development. What are some of the most important leadership lessons you’ve learned from this organization?  

Vistage is an exceptional organization that supports leaders in multiple dimensions, but two principles stand out most to me: vulnerability and showing up.

Vulnerability means approaching challenges with openness, seeking input and expertise, carefully considering options, and then executing thoughtfully with all perspectives in mind.

Showing up reflects the everyday influence we have as executive leaders. It means being present for our teams—supporting, encouraging, and leading by example—because leadership is defined as much by presence as it is by decisions.

We are here for our people. We show up, support and encourage each other.

9. You’ve spent much of your career in construction and operations, but was there ever another path or passion you considered pursuing before or along the way?  

I consider myself fortunate to have stumbled into construction and discovered a genuine passion for working with my hands and building things. Moving into operations was never on my radar at 18, yet that’s where I ultimately landed—and I can confidently say that I love what I do. I often share with my children that work is work, but if you love it, it is truly a blessing. Today, I feel fortunate to have a career I genuinely look forward to every day.

Early in my career, I was also drawn to the path of a first responder or the military, and even now, I sometimes wonder how that journey might have shaped my life and where I would be today.

10. When you’re not leading large-scale operations, what hobbies or passions help you recharge?  

By trade, I’m a sheet metal worker, but my true hobby at home is woodworking. I derive immense satisfaction from seeing a project through, from raw materials to finished creation. Staying active and enjoying the outdoors is another passion of mine—cycling, motorsports, hunting, fishing, and golf all compete for my attention. Ultimately, however, the greatest source of energy and fulfillment comes from spending quality time with my family and loved ones.