Leadership Spotlight: 10 Questions For Katie Madorin

1. Having been with Therma for many years, and now with Legence, what’s one of the most impactful HR initiatives you’ve been a part of since you started?

Over the past 20 years it’s been an incredible journey watching Therma grow from one small, family-owned mechanical contracting shop into the collection of business units that we now know as Legence. Being part of that transformation has been amazing, but the most impactful initiative for me has been helping to build our HR department from the ground up. What started as a one (very tired and overwhelmed) woman show has evolved into a shared service HR function across Legence that touches every part of the employee experience.

Growing and centralizing HR functions like HRIS, Talent Development, Talent Acquisition, Payroll, Compensation & Benefits, and HR Management, has been a game-changer. It’s allowed me to work alongside an incredible team of HR professionals, and together, we’ve gone from constantly putting out fires to being proactive and strategic. That shift has been so rewarding because it’s not just about solving problems anymore—it’s about creating opportunities.

Now, we can offer our leaders and employees meaningful things like training and development programs and tools like engagement surveys, goal setting, and succession planning. Seeing how these initiatives positively impact the employee experience and help to support our leaders has been the most rewarding part of my career. It’s incredible to look back and see how far we’ve come, and I’m so proud to have been part of it!

2. What do you think makes a truly effective HR leader in today’s workplace?

I think employees today expect more from their companies, and they should! To be a truly effective HR leader in today’s workplace, you must strike a balance between being strategic and empathetic. It’s about meeting business objectives, yes, but also making sure the human element doesn’t get lost in the process.

A great HR leader is someone who’s willing to challenge the status quo, listen with intent, and stay open to different perspectives. It’s not just about checking boxes or sticking to tradition, it’s about finding ways to advocate for employees, build trust, and create a workplace culture where people want to be.

At the end of the day, it’s just as important to champion the people as it is to drive organizational success. When you can do both, that’s when the magic happens, and that’s what makes HR leadership so rewarding.

3. How has your experience with both Therma and now Legence shaped the way you approach building employee relationships and a strong company culture?

I’ve learned so much about what makes a strong company culture, and it all started when I joined Therma in 2005. Coming from high tech, my move to Therma was an eye-opening experience—it was the first time I could truly say I loved the company I worked for. The people there weren’t just colleagues; over the years, they became family. Their dedication to Therma’s success was inspiring and made me realize how powerful a strong, connected culture can be.

Over the past five years, working with what is now Legence has been an incredible opportunity to experience other company cultures that are just as strong as Therma’s. Each one has its own “special sauce,” and helping navigate organizational change while preserving what makes these companies successful has been a huge learning experience.

What has stood out the most to me is how important it is to stay open to other opinions, perspectives, and ways of doing things. Interacting with employees and leaders across Legence has taught me the value of active listening, transparency, and truly understanding individual viewpoints. And honestly, it’s not just about wins; learning from the setbacks has been just as important. It’s reinforced how vital collaboration, recognition, and a shared sense of purpose are to build a culture where people and businesses thrive.

4. If you had an HR toolkit, what are the three essential tools that would be in it?

If I had an HR toolkit, my three must-haves would be:

1. A Seat at the Leadership Table: HR is so much more than policies—it’s about shaping the big picture. Partnering with leaders to align people strategies with company goals and navigating big changes is a game-changer. ‍
2. Data That Talks: Metrics are like a roadmap for HR. Tracking things like talent needs and workforce trends helps us make smarter decisions and proves the value of HR initiatives. Plus, it keeps everything running smoothly behind the scenes.
3. ‍Creative Ways to Attract and Keep Talent: Let’s face it, great people are what make a company thrive. Building an inclusive culture, training leaders to connect better with their teams, and finding fresh ways to bring in and retain top talent is key to staying ahead.

These tools aren’t just about checking boxes; they are about creating a workplace where people and business goals grow together.

5. Colleagues describe your “superpower” as your ability to understand people. How have you developed and refined that skill throughout your career?

Honestly, I think my "superpower" of understanding people comes from a mix of curiosity, empathy, and probably spending way too much time people-watching! Over the years, I’ve learned that truly listening, not just nodding while secretly thinking about what I’m going to make for dinner, is one of the most powerful tools you can have. Every conversation, whether it’s a heart-to-heart or a heated debate over which Real Housewives franchise is the best (Salt Lake City for sure!), teaches you something about what makes people tick.

I’ve also learned to embrace the fact that people are amazingly complex, sometimes a person just needs someone to listen and not help solve their problem, other times they need a pep talk or they are looking for advice, and sometimes they just need a snack! Staying open-minded and learning from different perspectives has been key. Every interaction is a chance to refine the skill, whether it’s navigating a workplace situation or helping someone figure out their next career move. It’s like being part therapist, part detective, and sometimes just a shoulder to cry on. Also, the more you understand people, the less surprised you are when they do something totally unexpected!

6. What’s your favorite part of your job? 

One of my favorite parts of my job is getting to know people and making real connections with them. I learn so much from our employees, it’s amazing to hear their perspectives, get insight into different cultures, and dive into the unique parts of our industry. There’s nothing better than seeing someone light up when they talk about what they’re designing or fabricating; their passion is contagious, and it inspires me every day.

I also love learning about the little things that make each region or business unit unique. Like how CMTA goes all out for Derby Week, it is literally a holiday! Or how Yearout’s employees celebrate Balloon Fiesta with an employee breakfast made by the employees, it’s such a fun tradition and the chile is amazing! And of course, there’s SC Engineers and their love for USC football. It’s those moments, those traditions, that make each business unit special, and I feel lucky to know them and get that peek into what helps make them who they are.

7. What do you wish more people understood about HR’s role in the company?

I must go back to my #1 tool in my HR toolkit—a seat at the leadership table. Many of our business units started out as small, family-owned companies, and in those early days, HR either didn’t exist or wasn’t fully utilized. But here’s the thing, HR isn’t just about policies or processes, it’s about people and building a strong foundation for both employees and the business to thrive.

When HR has a voice at the leadership table, employees have a voice too. We’re here to make sure people are supported, heard, and given opportunities to grow. At the same time, we’re helping leadership align people strategies with the company’s big goals. That means creating a culture where employees feel valued, fostering engagement, and addressing challenges in ways that help benefit everyone.

For companies transitioning from smaller, family-run operations, it can take time to see HR as a strategic partner. But once HR is involved in shaping decisions, it leads to stronger teams, better communication, and a workplace where employees love coming to work. When leadership and HR work hand-in-hand, the result is a culture that drives both employee success and business growth.

8. If you had to switch careers for a week (no HR allowed) what job would you try just for fun?

If I had the opportunity to switch careers for a week, I would become a chef in a fine dining restaurant. I absolutely love to cook, it’s such a fun way to get creative, especially when it comes to plating dishes and making them look like works of art. Plus, there’s something so satisfying about creating something that brings people together. It would be amazing to experience the fast-paced energy of a professional kitchen and see how it all comes together behind the scenes!

9. What’s your favorite “Minnesota thing” you can’t get in California?

Cheese curds, no question. And yes, I know that you can find them in California, they just aren’t real curds! And to all you Wisconsinites, I do know that the best curds come from Wisconsin and are squeaky but being a lifelong Vikings fan (still eternally optimistic) and by default an “anyone but the Packers” person, I have a hard time saying that Wisconsin owns curds.

10. What’s a small daily habit that instantly improves your mood or helps you reset during a stressful day?

Talking with my kids. My youngest is headed off to college this summer and my oldest just graduated from college and is living out of state so I cherish when I can talk with them. Generally, it’s just a one-word text response from my son or my daughter asking for money, but it still helps me reset and reminds me of what is truly important.