Canada's Top Employers for Young People (2026) Magazine - Magazine - Page 54
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CANADA’S TOP EMPLOYERS FOR YOUNG PEOPLE (2026)
Pomerleau grows careers with strong leadership
K
aTsi Yeung is grateful
for the lessons she
started learning right
from the beginning
of her career with the
construction firm Pomerleau Inc.
in 2020.
“I was working with a project
manager who taught me how
to see the bigger picture of
construction,” says Yeung,
assistant project manager. “He
involved me at every stage of
problem solving. He showed
me what leadership looks like
and about collaboration and
empowering others. It is about
connecting with the site team and
building strong relationships and
understanding that what we build
has an impact on the community.”
I think that makes us
resilient as a company
because we grow
people internally. We
create an environment
of growth and learning
that translates
into results for the
company.
— Alessandro Dalpozzo
Senior Director, Talent
Acquisition Excellence and
Workforce Planning
Alessandro Dalpozzo, senior
director, talent acquisition
excellence and workforce
planning, says he has had a
similar experience. “I’ve had
amazing mentors and leaders in
this company, and I am where I
am today because they gave me
opportunities,” he says.
Dalpozzo started as a human
resources business partner
Pomerleau supports young people in the early stages of their careers.
three years ago and took on
two more roles before reaching
his current position in 2025. “I
think that makes us resilient as
a company, because we grow
people internally,” he says. “We
create an environment of growth
and learning that translates into
results for the company.”
To help employees see where
they can go, Pomerleau has career
paths to key roles, which outline
each step to the next level. “This
shows the complexity we’re going
to ask you to manage at each
level,” Dalpozzo says. “What I
love is, they are not based on
seniority, they are based on level
of complexity. So, if you can
manage more complexity, we will
give you more complex projects
and different scopes.”
And moving to the next level
does not have to mean taking on
a managerial position, he adds.
“You don’t need to be a leader or a
manager to be able to evolve in the
career path, because not everyone
wants to be a manager. So, we
make sure we are aligning with
the people’s interests and making
sure they are doing something
they like.”
Another exciting aspect of
working at Pomerleau, Dalpozzo
says, is the broad scope of
construction projects and offices
in major cities across Canada.
This is why the company puts
strong emphasis on internal
mobility. “This allows us to build
organizational strength. We have
people who have experienced
different projects and worked in
different offices,” he says. “That
helps us shape better leaders who
are cognizant of the different
realities of our business.”
To support this mobility,
Pomerleau is launching its
internal marketplace, where
employees and interns can see
all opportunities and what they
entail. It also has a mobility team
that helps employees with every
aspect of relocation.
“We also support the ideal
mindsets with our managers,”
Dalpozzo says. “Because we want
to create the best environment
for our talent to grow and seize
learning opportunities, our HR
team helps our managers to be
